i
2017/18 – 2021/22 (Third Edition)
(ADOPTED: 19 JUNE 2019)
ii
NELSON MANDELA BAY MUNICIPALITY (2016 DEMARCATION)

iii

TABLE OF CONTENTS

FOREWORD BY THE EXECUTIVE MAYOR

1

FOREWORD BY THE CITY MANAGER

3

CHAPTER 1: INTRODUCTION

5

1.1 CONTEXT AND OVERVIEW

6

1.2 ABOUT NELSON MANDELA BAY

7

1.3 LOCATION

8

1.4 POPULATION AND HUMAN DEVELOPMENT

8

1.5 VISION, MISSION AND BRAND PROMISE

11

1.6 DEFINING AN IDP AND WHY IT IS REVIEWED ANNUALLY

12

1.7 STRATEGIC OBJECTIVES

13

1.8 KEY PERFORMANCE AREAS (KPAS) OF LOCAL GOVERNMENT

14

1.9 NMBM IDP RATINGS BY COGTA (EASTERN CAPE PROVINCE)

14

1.10 TOTAL NUMBER OF POSTS IN MUNICIPALITY AGAINST VACANT POSTS

15

1.11 POLITICAL STRUCTURE

16

1.12 COUNCIL

16

1.13 EXECUTIVE MAYORAL COMMITTEE

18

1.14 OFFICE OF THE CHIEF WHIP

20

1.15 ADMINISTRATION

21

1.16 LEGISLATIVE, POLICY MANDATES AND ALIGNMENT WITH LONG-TERM VISION

23

1.17 SUSTAINABLE DEVELOPMENT GOALS

25

1.18 NATIONAL DEVELOPMENT PLAN 2030

25

1.19 PROVINCIAL DEVELOPMENT PLAN 2030

25

1.20 INTEGRATED URBAN DEVELOPMENT FRAMEWORK (IUDF)

27

1.21 MEDIUM-TERM STRATEGIC FRAMEWORK OUTCOMES

28

CHAPTER 2: SITUATIONAL ANALYSIS

29

CHAPTER 3: METHODOLOGY AND STAKEHOLDER ENGAGEMENTS

42

CHAPTER 4: SPATIAL STRATEGY

49

CHAPTER 5: INPUT BY SECTOR DEPARTMENTS

64

iv

CHAPTER 6: BUDGET

70

CHAPTER 7: SERVICE DELIVERY PLAN

122

CHAPTER 8: OVERSIGHT, REPORTING, MONITORING AND EVALUATION

186

8.1 EXECUTIVE MAYOR

186

8.2 MUNICIPAL PUBLIC ACCOUNTS COMMITTEE

187

8.3 RULES AND ETHICS COMMITTEE

187

8.4 CITY MANAGER

188

8.5 OFFICE OF THE AUDITOR-GENERAL

188

8.6 AUDIT COMMITTEE

189

8.7 INTERNAL AUDIT AND RISK ASSURANCE

190

8.8 RISK MANAGEMENT COMMITTEE

190

8.9 PERFORMANCE MANAGEMENT AND MONITORING AND EVALUATION

192

8.10 SUPPLY CHAIN MANAGEMENT

194

8.11 WARD COMMITTEES

195

ANNEXURE “A” – 2019/20 IDP Indicators aligned to Draft 2019/20 Budget and Service Delivery and Budget Implementation Plan (SDBIP)

v

LIST OF ACRONYMS

ACDP

African Christian Democratic Party

ACSA

Airports Company South Africa

AIC

African Independent Congress

ANC

African National Congress

ATTP

Assistance to the Poor

BEPP

Built Environment Performance Plan

B&T

Budget and Treasury

CBD

Central Business District

CBOs

Community Based Organisations

CGDS

City Growth and Development Strategy

CM

City Manager

COO

Chief Operating Officer

COPE

Congress of the People

CIDZ

Coega Industrial Development Zone

CITP

Comprehensive Integrated Transport Plan

CS

Corporate Services

CSIR

Council for Scientific and Industrial Research

DA

Democratic Alliance

DORA

Division of Revenue Act

EC

Eastern Cape

ECSECC

Eastern Cape Socio-economic Consultative Council

EDTA

Economic Development, Tourism and Agriculture

E&E

Electricity and Energy

EFF

Economic Freedom Fighters

EPWP

Expanded Public Works Programme

ERP

Enterprise Resource Planning

FLISP

Finance Linked Individual Subsidy Programme

FWFWWTW

Fish Water Flats Waste Water Treatment Works

GDP

Gross Domestic Product

GGP

Gross Geographic Product

vi

GIS

Geographic Information Systems

GRAP 17

Generally Recognised Accounting Practices

GV

General Valuation

GVA

Gross Value Added

HIV/AIDS

Human Immunodeficiency Virus causing the Acquired Immunodeficiency Syndrome

HOVs

High Occupancy Vehicles

HS

Human Settlements

HSDG

Human Settlements Development Grant

HURP

Helenvale Urban Renewal Programme

ICDG

Integrated City Development Grant

ICT

Information and Communication Technology

IDP

Integrated Development Plan

IDZ

Industrial Development Zone

I&E

Infrastructure and Engineering

IGR

Intergovernmental Relations

IPTS

Integrated Public Transport System

ISP

Integrated Sustainability Plan

IUDF

Integrated Urban Development Framework

KPA

Key Performance Area

KPE

Key Performance Element

KPI

Key Performance Indicator

LED

Local Economic Development

LLF

Local Labour Forum

LSDF

Local Spatial Development Framework

LTFS

Long-Term Financial Strategy

LTFSP

Long-Term Financial Sustainability Plan

LUMS

Land Use Management System

MBDA

Mandela Bay Development Agency

MFMA

Municipal Finance Management Act

MOSS

Metropolitan Open Space System

MSCOA

Municipal Standard Chart of Accounts

vii

MSDF

Metropolitan Spatial Development Framework

MUM

Management Union Meeting

MURP

Motherwell Urban Renewal Programme

NDP

National Development Plan

NDPG

Neighbourhood Development Partnership Grant

NEMA

National Environmental Management Act

NERSA

National Energy Regulator of South Africa

NGO

Non-governmental Organisation

NMBM

Nelson Mandela Bay Municipality

NMBM IDP

Nelson Mandela Bay Municipality’s Integrated Development Plan

NMBMM

Nelson Mandela Bay Metropolitan Municipality

NT REF

National Treasury Circular 88 Reference Number

OHS & W

Occupational Health, Safety and Wellness

PA

Patriotic Alliance

PACOM

Project Appraisal Committee

PDP

Provincial Development Plan

PDoHS

Provincial Department of Human Settlements

PE

Port Elizabeth

PEIA

Port Elizabeth International Airport

PH

Public Health

PMS

Performance Management System

POS

Public Open Space

PPE

Property, Plant and Equipment

PPP

Public-Private Partnership

PTIG

Public Transport Infrastructure Grant

QMS

Quality Management System

RDP

Reconstruction and Development Programme

SACN

South African Cities Network

SAIMI

South African International Maritime Institute

SANAS

South African National Accreditation System

SANRAL

South African National Roads Agency Limited

viii

SAPS

South African Police Services

SCOA

Standard Chart of Accounts

SCU

Sustainable Community Unit

SDBIP

Service Delivery and Budget Implementation Plan

SDGs

Sustainable Development Goals

SMMEs

Small, Medium and Micro Enterprises

SNDB

Sub-National Doing Business

SOEs

State Owned Enterprises

SOPs

Standard Operating Procedures

SPLUMA

Spatial Planning and Land Use Management Act

SRAC

Sports, Recreation, Arts and Culture

S&S

Safety and Security

STATS SA

Statistics South Africa

SWOT

Strengths, Weaknesses, Opportunities and Threats

TOD

Transit Oriented Development

UDM

United Democratic Movement

UFEC

United Front Eastern Cape

UNS

Urban Network Strategy

USDG

Urban Settlements Development Grant

WWTW

Waste Water Treatment Works

1

FOREWORD BY THE EXECUTIVE MAYOR

The review of this Integrated Development Plan is happening within a specific, significant context of a new governing Coalition taking power in the Nelson Mandela Bay Municipality during August 2018. This Coalition is made up of the UDM, ANC, UFEC and the AIC.

The IDP will be used as a planning strategy to address a number of areas, which were all prominently raised and debated during the last round of the IDP and Budget public participation programme with the residents of the Metro:

Delivery of basic services to all the communities of the Bay, particularly the disadvantaged areas.

Revival and growth of the economy of the City through infrastructure- led growth.

Increase in the revenue base of the Municipality.

Empowering SMMEs.

Dealing decisively with fraud and corruption.

Continuing to show improvement in the manner in which we consult with our stakeholders and communities.

This administration will use this budget and that of other government departments to create much-needed jobs, particularly among our young people. The focus on service delivery will amongst others include the building and maintenance of roads, infrastructure, electricity networks and refuse removal. These are some of the services in respect of which this Municipality is not reaching its full delivery potential, particularly in townships and surrounding rural areas. This leadership is also in the process of developing means and ways of dealing with the severe drought situation currently affecting our City. This will be done in close collaboration with the National and Provincial governments.

2

The relocation of informal settlements, the prioritisation of serviced land and the eradication of the bucket system are integral to this service delivery commitment to our poor communities. In addition, we are unapologetically committed to empower our SMMEs to grow into big, sustainable and successful businesses.

Issues receiving our close attention are the cutting of electricity because of

overdue accounts and the payment of exorbitant reconnection fees. As this

administration, we have taken a conscious decision to be pro poor.

We have adopted a different approach to the review of the 2018/19 IDP and

Budget. During October 2018, we held very peaceful public engagements,

where the new administration was welcomed by all communities in the metro.

The Municipality has reached a stage where we are in a position to develop a

sustainable financial model.

As both unemployment and inequality remain high in the region, our

programmes must promote economic growth and development through

working with communities, the private sector and labour. Job creation and

sustainable livelihood will be at the centre of all municipal programmes of

development.

The successful implementation of the IDP and Budget can only be achieved

through a partnership with all spheres of government, communities and the

private sector. We must all work together to achieve our vision as the city.

COUNCILLOR M E BOBANI

EXECUTIVE MAYOR

3

FOREWORD BY THE CITY MANAGER

The Constitution of the Republic of South Africa mandates the Nelson Mandela Bay Municipality to give priority to the basic needs and socio- economic development of local communities.

The Integrated Development Plan is a planning tool for the three spheres of government in achieving the aim of accelerating service delivery to our communities. This IDP is aligned to the National Development Plan 2030 Vision, and it is therefore a stepping stone towards advancing the goals of the National Development Plan.

Consultation and engagement with communities and different stakeholders regarding the City’s development planning processes are therefore critical. Through our public participation programmes, the communities of Nelson Mandela Bay have reaffirmed their needs, which include the provision of drinking water, employment creation, roads maintenance, electricity supply, health and educational facilities, SMME empowerment and support, and sports and recreational facilities.

Because some of the identified community needs do not fall within the mandate of the Municipality, there will be better coordination and integration with the provincial and national sector departments.

Projects identified in this IDP will be implemented through the Service Delivery and Budget Implementation Plan (SDBIP) and monitored quarterly. Some of these projects will be implemented in partnership with relevant stakeholders. Strengthening relations and partnerships with the business sector and the institutions of higher learning in the City will be prioritised.

4

In discharging its responsibility for promoting economic development, the institution will be exploring the many economic opportunities that could be unlocked in the Oceans Economy and township, tourism and creative arts industries, in partnership with relevant stakeholders. Many thanks to our stakeholders who participated during the review process of the IDP. Their inputs have enriched our five-year road map.

Our vision is of a safe, secured and digitally enabled City that will create opportunities for the youth and business to consider new horizons in the future world of digital business. Comfort, tourism and development will flourish under sound City operations, while efficiencies and e-governance, e- education and medical services will enhance the NMBM’s development opportunities and serve to reduce poverty and unemployment.

5

CHAPTER 1: INTRODUCTION

The Constitution of South Africa requires local government to be developmental. The Nelson Mandela Bay Municipality therefore has a responsibility to structure and manage its administration, budgeting and planning processes to give priority to the basic needs of local communities and to promote residents’ social and economic development.

A recent World Bank study has highlighted the slow economic growth in South Africa since 1994 as a key reason why South Africa is the world’s most unequal country. The study suggests that addressing insufficient skills; the skewed distribution of productive land assets; weak property rights; low competition; low integration in global and regional value chains; limited or expensive connectivity; under-serviced historically disadvantaged settlements; climate change; low carbon transition; and water security will reduce poverty, inequality, support growth and job creation in our country.

Statistics South Africa indicate that the unemployment rate (26.7%) remained unchanged over the first quarter of 2018, compared to the fourth quarter of

2017. Unemployment in South Africa is especially prevalent among our

youth. This remains a global trend: the International Labour Organisation recorded approximately 71 million unemployed youth (aged 15 24 years) in 2017. This also means that many youth face long-term unemployment.

In South Africa, 38.2% of citizens aged between 15 34 years are unemployed, which means more than one in every three young people in the labour force did not have a job in the first quarter of 2018. Approximately 3.3 million (32.4%) of 10.3 million young people aged 15 24 were not in employment, education or training. This implies that close to one in three young South Africans between the ages of 15 and 24 years were disengaged from the labour market in the first quarter of 2018.

6

1.1 Context and overview

Municipalities are compelled by the Constitution to prepare five-year Integrated Development Plans (IDPs), which serve as strategic plans that indicate where and how these institutions should allocate their resources. The Nelson Mandela Bay Municipality’s IDP outlook is guided by its vision and mission as well as its long-term plans, inclusive of provincial and national government strategies.

The institution’s IDP is reviewed annually, in line with Chapter 5 of the Local Government Municipal Systems Act 32 of 2000. The IDP is a strategic planning instrument that necessitates the participation and input of all Mandela Bay residents, because it has the potential to change the situation of local communities and meet their needs.

The

following

role-players

and

stakeholders

were

consulted

during

the

aforegoing IDP and Budget development and review Municipality:

processes of

the

Communities of Nelson Mandela Bay

Organised stakeholder groupings, e.g. Chambers of Commerce, NGOs, civic groupings, unions and ratepayers’ associations

NMU and government sector departments

Neighbouring municipalities

Special sectors (youth, women, elderly people, traditional leaders, children and people with disabilities)

Economic sectors

Creative arts and heritage Organisations

Municipal Councillors and officials

Ward Committees and other spheres of government

7

The current administration is engaged in a full evaluation of the functioning of every aspect affecting the lives of communities in Nelson Mandela Bay. The Municipality is improving and strengthening its partnerships with and accountability to residents through honest and frank dialogue to gauge their service delivery expectations and measure its own performance against their needs. Innovations and interventions are continuously introduced to upscale service delivery and live up to the expectations of communities. A new IDP App and an Input form were developed and made available for the use of local communities. In addition, a customer satisfaction survey was undertaken in 2018 and its results influenced the development of this 2019/20 IDP.

1.2 About Nelson Mandela Bay

The City is home to the Port Elizabeth International Airport, the only international air access point in the Eastern Cape Province. Engagements between the Nelson Mandela Bay Municipality, Airports Company South Africa, Nelson Mandela Bay Tourism and local business saw the development of an Airlift Project, aimed at deliberately growing air traffic into the region.

The City’s maritime entry point showcases its monumental developmental aspirations and capabilities, boasting the most modern deep-water port in the Southern Hemisphere, the Port of Ngqura.

Nelson Mandela Bay is the hub of the automotive industry on the African continent, with many major international vehicle and component manufacturers based in the city. It is a preferred region for the manufacturing of pharmaceuticals, flour, meat, frozen veggies, soft drinks, chocolates, cheese, yoghurt, ice cream, paper and leather products.

1.3 Location

8

Nelson Mandela Bay is located on the southern coast of South Africa, on the shores of Algoa Bay. The Nelson Mandela Bay Municipality is one of two metropolitan municipalities in the Eastern Cape Province. It incorporates Port Elizabeth, Uitenhage and Despatch, with their surrounding agricultural areas, and has an area of 1959, 02 km². Nelson Mandela Bay serves as a centre for both local and international beach sporting and offers exciting outdoor activities. The City is noted for the genuine warm hospitality of its residents, and has for many decades been known as the Friendly City among visitors and holidaymakers.

1.4 Population and Human Development

The current population of Nelson Mandela Bay is estimated at 1 263 051 (Community Survey 2016), with a growth rate of 1.54% (IHS, 2017), which is lower than that of other metropolitan areas in South Africa, such as Ekurhuleni (2.1%) and Tshwane (2.6%). The Municipality has a total of 368 518 households, with an average size of 3.6 persons per household (CS 2016).

Female-headed households constitute 41.6% of the total number of households in the Municipality (Community Survey, 2016). Altogether 640 000 people (representing about 49.6% of the total population) live in poverty in the Nelson Mandela Bay Metropolitan area (ECSECC, 2017).

During the 2017/18 financial year, 100% of qualifying households earning less than R3 200 per month (two state pensions) had access to free basic services offered by the Municipality through its Assistance To The Poor Programme (ATTP). As at 30 June 2018, the value of the free basic services provided was R614 218 196, benefiting 101 645 qualifying households. Various types of service assistance were provided to local households as follows: 89 721 (water); 90 175 (sanitation); 73 593 (electricity); 80 221 (refuse removal); and 76 392 (rebate on rates accounts).

9

There is currently, further to the aforementioned qualifying households, a backlog of 4 229 applications in the system. This backlog is attributed to the detailed nature of the verification processes. The Municipality continues to prioritise the processing of ATTP applications. ATTP applications are reviewed in a three-year cycle. Figure 1 indicates the proportion of registered indigent households in the municipal area over three financial years (2015/16 2017/18).

FIGURE 1: Proportion of registered indigent households

Households

400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
2015/16
2016/17
2017/18
Total number of households
Registered indigent households

The life expectancy among Nelson Mandela Bay residents is 59.3 years for females and 53.7 years for males (SACN, 2016). Table 1 compares the life expectancy in Nelson Mandela Bay to those in other Metros in South Africa.

10

TABLE 1: Life expectancy Comparing with other Metros

MUNICIPALITY

LIFE EXPECTANCY

FEMALE

MALE

Nelson Mandela Bay

59.3

53.7

Cape Town

70.1

64.2

Mangaung

52.7

49.6

Source: SANC, 2016

Nelson Mandela Bay is characterised by a youthful population, with 26 years being the median age.

Table 2 below depicts the population details of the Nelson Mandela Bay Municipality. In all the periods under discussion, female domination is noticeable, particularly in the age categories from 40 years upwards.

TABLE 2: Population details

 

Population Details

 

Age

 

Year -2

 

Year -1

 

Year 0

Male

Female

Total

Male

Female

Total

Male

Female

Total

Age: 0 - 4

66135

64711

130846

65341

64034

129375

64706

63444

128150

Age: 5 - 9

68071

66641

134712

68451

66911

135362

68514

66913

135427

Age: 10 - 19

108518

106768

215286

11285

111050

122335

117600

115711

233311

Age: 20 - 29

107354

101017

208371

106642

100031

206673

105557

98734

204291

Age: 30 - 39

90612

91041

181653

94123

93123

187246

97342

95002

192344

Age: 40 - 49

67211

77962

145173

68325

78097

146422

69486

78184

147670

Age: 50 - 59

50387

66423

116810

51159

67384

118543

51994

68246

120240

Age: 60 - 69

32120

45458

77578

33184

47102

80286

34177

48778

82955

Age: 70+

13516

28317

41833

14008

29953

43961

14498

31585

46083

Source: STATSSA, 2015

11

TABLE 3: Language Spoken and percentage

Language

%

Language

%

Afrikaans

28.51%

IsiXhosa

56.53%

English

11.91%

Sotho

0.17%

Zulu

0.19%

Tswana

0.05%

Pedi

0.05%

Tsonga

0.05%

Venda

0.01%

Swati

0.01%

Ndebele

0.10%

Other

2.41%

Source: STATSSA, 2015

Table 3 shows that, 56,53 % of local residents are mother-tongue IsiXhosa- speakers, followed by Afrikaans (28,51%) and English (11,91%). IsiXhosa is clearly the dominant language spoken in the Metro.

1.5 Vision, Mission and Brand Promise

1.5.1 VISION

‘To be a globally competitive and preferred Metropole that works collectively with the people to improve lives, boost the economy, advocating zero corruption, and to have a transformed administration aimed at enhancing service delivery.’

1.5.2 MISSION STATEMENT

Nelson Mandela Bay Municipality is a global city that is governed by an inclusive and innovative administration, focused on sustainable service delivery, socio-economic development, infrastructure development, local and regional integration through comprehensive initiatives.’

1.5.3 BRAND PROMISE

Collectively we can achieve more

12

1.6 Defining an IDP and why it is reviewed annually

The IDP is the Five-year Strategic Planning Document of the Municipality, adopted at the beginning of each Five-year Council term. The first edition of the 2017/18 2021/22 was adopted by Council on 28 June 2017, and the Plan is reviewed annually. While most components of the Plan remain the same over the five-year period within which it is in effect, it is required to be reviewed annually to reflect the progress achieved and advancements made.

Local government operates in an ever-changing environment. The dynamic nature of local, national and global environments constantly presents local government with new challenges and demands. Similarly, the needs of the communities of Nelson Mandela Bay continuously change.

This annual review is not a good corporate governance requirement only; it is also a legislative requirement in terms of the Local Government: Municipal Systems Act 32 of 2000. The focus of this year’s IDP review has therefore been on aligning municipal programmes, projects, strategies and budgets with:

(a)

community needs and priorities

(b)

updated statistical information

(c)

expanding and improving the situational analysis

(d)

more outcomes orientated targets, to make them realistic and measurable

(e)

the revised Spatial Development Framework and related sector plans;

(f)

Outcome 9 outputs

(g)

integrated and sustainable human settlements, as envisaged in Outcome 8

(h)

more integrated funding streams

(i)

the prioritisation of job creation and poverty eradication

13

1.7 Strategic Objectives

The strategic objectives of the Municipality’s IDP are as follows:

(a)

Transform the institutional systems, processes and organisational structure to one of high performance to effectively deliver basic services.

(b)

Ensure that the Municipality is staffed with a motivated, committed and capable workforce.

(c)

Ensure financial prudence and transparent governance.

(d)

Grow and diversify the local economy through the attraction of new investment, skills development and the facilitation of an enabling environment for small business growth and job creation.

(e)

Facilitate and promote infrastructure led growth, development and tourism.

(f)

Execute existing design and implement new projects that competitively differentiate Nelson Mandela Bay as a destination city for business, tourism and investment including through strategic partnerships.

(g)

Develop an effective and integrated public transport system that promotes access to opportunity through mobility.

(h)

Deliver well-resourced and capacitated Metro policing and emergency services to ensure the safety of communities and visitors.

(i)

Provide infrastructure that improves the safety of communities and visitors.

(j)

Improve the safety and security of Nelson Mandela Bay communities.

(k)

Ensure institutional accessibility and effective communication channels for participatory and responsive governance.

(l)

Spatial and built developments that promote integrated neighbourhoods, inclusive communities and a well-connected Nelson Mandela Bay.

(m)

Deliver on transformation objectives, promote redress and foster social cohesion.

14

(n)

Facilitate and promote infrastructure-led growth, development and tourism.

(o)

Provide for the social needs of communities and empowerment of vulnerable people through the provision of access to social services, social development and indigent support.

(p)

Promote the health and well-being of all communities through the spatially equitable provision of social infrastructure.

(q)

Provide effective general environmental and public health services.

(r)

Provide dignified housing and sanitation and accelerate access to improved services to indigent households in order to create safe and decent living conditions for all residents.

(s)

Ensure multi-general and proactive planning for sustainable city development.

(t)

Develop an environmentally friendly sustainable city through proactive planning, conservation of resources, and natural and built environments.

1.8

Key Performance Areas (KPAs) of Local Government

(a)

Basic Service Delivery and Infrastructure Development.

(b)

Spatial Development Framework.

(c)

Local Economic Development.

(d)

Municipal Transformation and Organisational Development.

(e)

Good Governance and Public Participation.

(f)

Financial Sustainability and Viability.

1.9

NMBM IDP Ratings by COGTA (Eastern Cape Province)

On an annual basis, IDPs across the Province are assessed by the Eastern Cape COGTA Department, using an analysis framework that serves as a tool to guide the crafting, designing, improvement and analysis of a credible IDP. Table 4 shows how the NMBM performed in terms of its IDP development, per Key Performance Area, over the last three years.

15

The comparative Key Performance Area Ratings from 2015/16 to 2017/18 for the Nelson Mandela Bay Municipality are as follows:

TABLE 4: NMBM IDP Ratings (Dept. of Local Government & Traditional Affairs)

KPA

2015/16

2016/17

2017/18

Spatial Development Framework

High

High

High

Service Delivery

High

High

High

Financial Viability

High

High

High

Local Economic Development

High

High

High

Good Governance and Public Participation

High

Medium

Medium

Institutional Arrangement

High

Low

Low

Overall Rating

High

High

High

Source: Eastern Cape COGTA (2018)

It is evident from Table 4 above that the NMBM is struggling to consistently obtain satisfactory results when it comes to KPAs on good governance and public participation as well as institutional arrangements. A lot of effort has been spent to improve performance in respect on these two KPAs in which the Municipality has underperformed over the last two financial years.

1.10 Total number of posts in Municipality against vacant posts

Table 5 below presents a summary of total posts in the NMBM against those vacant

TABLE 5: Status quo on vacancies in the NMBM

Directorate

Filled

Vacant

Total

Posts

Posts

Office of the Executive Mayor

0

1

1

Office of the City Manager

0

0

0

Chief of Staff

0

0

0

Office of the Chief Operating Officer

2

4

6

Human Settlements

5

25

30

Safety and Security

18

49

67

Budget and Treasury

21

24

45

Public Health

12

14

26

16

Directorate

Filled

Vacant

Total

Posts

Posts

Economic Development, Tourism and

     

Agriculture

1

4

5

Infrastructure and Engineering

6

61

67

Corporate Services

5

40

45

Sport, Recreation, Arts and Culture

12

22

34

Electricity and Energy

11

11

22

Source: NMBM Corporate Services Directorate

1.11 Political Structure

The Nelson Mandela Bay Municipality is governed by a Coalition government, comprising the following political parties: the United Democratic Movement, the African Independent Congress, the United Front and the African National Congress. The political structure of the Nelson Mandela Bay Municipality comprises the Council, the Executive Mayoral Committee, the Portfolio Committees and the Municipal Public Accounts Committee, as described below.

1.12 Council

Speaker of Council:

Cllr Buyelwa Nancy Mafaya

Council is headed by the Speaker. The role of a council in local government is that of lawmaker and, as such, it focuses on legislation, participation and oversight. In addition, municipal councils facilitate political discussions and debate in order to assist in planning and decision-making.

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The Council of the Nelson Mandela Bay Municipality is headed by the Speaker and comprises 120 Councillors, elected through a mixed-member proportional representative system. Altogether 60 of those Councillors were elected through a voting process in the 60 wards that make up Nelson Mandela Bay. The remaining 60 Councillors were selected from party lists, on the basis that the total number of party representatives must be proportional to the number of votes received.

Of the 120 Councillors serving in Nelson Mandela Bay, 37 (31%) are females and 83 (69%) are males. The DA has the largest number of seats (57), followed by the ANC (50 seats); the EFF (6 seats); the UDM (2 seats); and the COPE, PA, UFEC, ACDP and the AIC (1 seat each).

Table 6 illustrates the above narrative.

TABLE 6: Political party seat allocation and gender distribution

POLITICAL PARTY

ALLOCATION

GENDER DISTRIBUTION

OF SEATS

MALE

FEMALE

Democratic Alliance

57

43

14

African National Congress

50

32

18

Economic Freedom Fighters

6

3

3

United Democratic Movement

2

1

1

Cope

1

0

1

African Christian Democratic Party

1

1

0

African Independent Congress

1

1

0

Patriotic Alliance

1

1

0

United Front Eastern Cape

1

1

0

TOTAL

120

83 (69%)

37 (31%)

Source: Nelson Mandela Bay Municipality Corporate Services Directorate

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1.13 Executive Mayoral Committee

Executive Mayor:

Cllr Mongameli Ellcotte Bobani

Deputy Executive Mayor:

Cllr Thsonono Christopher Solomon Buyeye

This Committee assists the Executive Mayor in taking and ensuring the implementation of Council decisions. The Executive Mayor’s role and responsibilities include identifying and prioritising community needs and drafting strategies to deliver on those needs. In addition, he has oversight of the delivery of services by the administrative structure of the City.

The Executive Mayor is supported by the Deputy Executive Mayor and a Mayoral Committee, comprising 10 members, each chairing a Portfolio Committee.

MAYORAL COMMITTEE MEMBERS WITH THEIR PORTFOLIOS

MC Economic Development, Tourism & Agriculture:

Cllr Noluthando Queenie Pink

MMC Corporate Services:

Cllr Makhi Feni

19

MMC Human Settlements:

Cllr Andile Castle Ganners Mfunda

MMC Budget & Treasury:

Cllr Mkhuseli Justice

Mtsila

MMC Public Health:

Cllr Yolisa Margeret Pali

MC Sports, Recreation, Arts & Culture Cllr Lehlohonolo Mfana

MMC Constituency Services:

Cllr Itumeleng Felicity Ranyele

MMC Infrastructure, Engineering, Electricity & Energy Cllr Andile Weah Lungisa

MMC Roads & Transport Cllr Rosie Daaminds

MMC Safety & Security Cllr Litho Suka

20

1.14 Office of the Chief Whip

Chief Whip:

Cllr Pumelele Stanley Ndoni

The Office of the Chief Whip of Council has existed in the Nelson Mandela Bay Municipality since 2003. Its primary purpose is to maintain discipline amongst Council members.

The Office of the Chief Whip focuses on the following:

Building better relations between the various political parties represented in Council.

Political management of Council meetings.

Management of Council caucuses.

1.15

Administration

21

The Administration of the City is currently headed by the Acting City Manager, Mr Peter Neilson.

ACCOUNTING OFFICER

Acting City Manager:

Mr Peter Neilson

The City Manager is appointed by the municipal Council and appoints an Executive Management Team to assist him or her in running the administration. He/She is, inter alia, responsible for implementing the IDP, which is the institution’s five-year service delivery plan. The Executive Management Team comprises 10 Senior Managers, each responsible for a portfolio, which largely matches the corresponding political portfolio. The organisational structure of the Municipality is presently being reviewed. The current organisational structure is as follows:

Directorate:

Corporate Services

Administrative Services Asset Management Constituency Services Corporate HR Services Facilities Management Labour Relations Municipal Information Systems Human Resources Transformation Human Resources

Management Services

Office of the Speaker

22

ORGANISATIONAL STRUCTURE OF NELSON MANDELA BAY MUNICIPALITY (‘AS IS’

STRUCTURE)

NELSON MANDELA BAY COUNCIL

Executive Mayor

Chief Whip
Chief of Staff
Deputy Executive Mayor
Internal Audit and Risk Assurance
Chief Operating Officer
60 Ward
Committees
Communications
Integrated Development Planning
Legal Services
Community
Executive Directors
Monitoring and Evaluation
Policy, Strategy and Research
Risk Management
External Relations

Speaker

City Manager

Chief Financial Officer

Budget and Financial Control Expenditure Management and Financial Control

Revenue Management and Customer

Care Supply Chain Management Treasury and Financial Support

Directorate:

Economic

Development, Tourism

and Agriculture

Directorate:

Sports, Recreation, Arts and Culture

Directorate:

Electricity and

Energy

Directorate:

Human

Settlements

Directorate:

Infrastructure and

Engineering

Directorate:

Public Health

Directorate:

Safety and Security

Directorate:

Special Programmes

Fresh Produce Market and Urban Agriculture Sector Development Special Projects Trade and Investment

Beaches, Resorts and Support Services Libraries, Arts and Culture Nelson Mandela Metropolitan Art Museum Red Location Museum Sports and Recreation

Distribution

Technical Services

Projects

Retail and

Commercial

Management

Development and Support Housing Delivery Land Planning and Management Social Development, Education and Administration

Design and Implementation Special Projects and Strategic Operations Roads, Stormwater and Transportation Support Services Water and Sanitation Integrated Public Transport Services

Administration Environmental Health Environmental Management Occupational Health, Safety and Wellness Parks and Cemeteries Waste Management HIV/AIDS and TB Multi- sectoral Response

Disaster Management Fire and Emergency Services Security Services Traffic and Licencing Services Metro Police

Motherwell Urban Renewal Programme Integrated Poverty Alleviation Expanded Public Works Programme Helenvale Urban Renewal Programme Walmer Urban Renewal

Programme Technical and Operators

Coordination

23

1.16 Legislative, Policy Mandates and alignment with Long-term Vision

The legislative and policy mandates that directly influence the establishment and operations of local government are numerous, encompassing international, national, provincial and regional influences. It is important that there is a direct linkage between the activities at local government level and the broader strategic policy and legislative environment in order that a common vision for the development of South Africans and Nelson Mandela Bay in particular can be achieved.

The following legislation defines the nature of the IDP:

(a) Constitution of the Republic of South Africa Act 108 of 1996

Sections 152 and 153 of the Constitution stipulate that a municipality must give priority to the basic needs of its communities and promote their social and economic development to achieve a democratic, safe and healthy environment.

(b) Local Government: Municipal Systems Act 32 of 2000

Sections 28 and 34 of the above Act stipulate the need for each and every municipality to develop and adopt an IDP, which should be reviewed annually. In addition, it outlines the IDP process and components.

(c) Local Government: Municipal Finance Management Act 56 of 2003

Section 21 of the above Act makes provision for alignment between the IDP and the municipal budget. The Service Delivery and Budget Implementation Plan is an annual contract between the Municipality’s administration, Council and the community, which ensures that the IDP and the Budget are aligned.

24

(d) Local Government: Municipal Planning and Performance Management Regulations (2001)

These Regulations make provision for the inclusion in the IDP of the following:

(i)

The institutional framework for the implementation of the IDP;

(ii)

Investment and development initiatives in the Municipality;

(iii)

Key Performance Indicators and other important statistical information;

(iv)

A financial plan; and

(v)

A spatial development framework.

e) Local Government: Municipal Structures Amended Act 117 of 1998

This Act provides for the establishment of municipalities and defines the various types and categories of South African municipalities. It also regulates the internal systems, structures and office-bearers of municipalities.

f) Municipal Property Rates Act 6 of 2004

The objective of the above act is to regulate the powers of municipalities to levy rates on property. Rates represent a critical source of own-revenue for municipalities in order to achieve their constitutional development objectives.

This section demonstrates the linkages between Nelson Mandela Bay’s IDP and the following legislative and policy directives, whilst acknowledging that there are numerous other mandates that are adhered to:

Sustainable Development Goals (SDGs)

National Development Plan (NDP) 2030

Integrated Urban Development Framework 2016

Eastern Cape Vision 2030 Provincial Development Plan (PDP)

Medium-Term Strategic Framework Outcomes

25

1.17 Sustainable Development Goals

The Sustainable Development Goals (SDGs) are captured in a set of 17 global goals with 169 targets, for achievement by 2030. The goals were adopted in 2015 by the 194 countries of the United Nations’ General Assembly, of which South Africa is a member country.

1.18 National Development Plan 2030

The National Development Plan (NDP) of South Africa was produced by the National Planning Commission in 2011. Among it aims are the elimination of poverty and the reduction of inequality by 2030.

1.19 Provincial Development Plan 2030

In the context of the Provincial Development Plan (PDP), strategic interventions are programmes and projects that are implemented to achieve the targets and objectives set out in the PDP and the Five-year plan. The strategic interventions of the flagship programmes of the PDP are the major programmes that will enable achievement of the goals.

26

PDP Apex Indicators

Household Infrastructure
Index (Composite index:
Water, sanitation,
housing, electricity and
refuse)
Gross Domestic Product
(Real GDP growth rate -
%)
The Gini Coefficient
(Inequality)
Total unemployment rate
(Official definition %)
Human Development
Index
Poverty (% People below
the food poverty line)
Life expectancy at birth
Post-school education
attainment

The Department of Provincial Monitoring and Evaluation is responsible for planning the implementation methodology of the Programme. The Programme of Action to roll out the PDP involves the following steps:

(a)

Identify provisional strategic interventions and test theory of change assumptions (Feb-March 2019).

(b)

Submit for approval to Provincial Management and EXCO by end of March

2019.

(c)

Confirm strategic interventions, based on an analysis conducted by April- June 2019.

(d)

Appoint leading institutions to be lead, coordinate and consolidate the process by June-July 2019.

(e)

Identify relevant stakeholders at Implementation Programme level by April- July.

(f)

The Accounting Officers of leading and contributing institutions must approve the commitments made in terms of the Implementation Programme plans, to

be reflected in their draft and final 5-Year Strategy 2020-2025.

(g)

A process and system for monitoring the progress on Implementation Programme Plan should be outlined and directed by the Office of the Premier, in line with the relevant prescripts.

(h)

The Accounting Officer of the leading institution must approve the consolidated Implementation Programme Plan.

27

1.20 Integrated Urban Development Framework (IUDF)

The IUDF responds directly to the vision outlined in the National Development Plan and is a policy framework to guide the future growth and management of urban areas. It is designed to effect spatial transformation through reorganising the urban system in order that cities can become more inclusive, resilient and liveable.

Four overall strategic goals are pursued in the IUDF, namely:

Spatial Integration new spatial forms

Inclusion and access - access to social and economic opportunities

Growth inclusive sustainable economic growth and development

Governance enhanced state capacity and citizens for collaboration around spatial and social integration.

The above inform the priorities of 9 policy levers, identified as follows:

(i)

Integrated urban planning and management

(ii)

Integrated transport and mobility

(iii)

Integrated sustainable human settlements

(iv)

Integrated urban Infrastructure

(v)

Efficient land governance and management

(vi)

Inclusive economic development

(vii)

Empowered active communities and

(viii)

Efficient urban governance.

(ix)

Sustainable finances

The IUDF can be seen to directly link to the strategic objectives of the IDP. The Eastern Cape Development Plan is grounded in the National Development Plan, but has specifically been developed taking cognisance of the critical priorities that face the Eastern Cape. The Plan was developed in 2014, in collaboration with citizens, organisations and institutions both within and outside of the Eastern Cape.

28

Arising from the above, five related goals have been developed for the Eastern Cape. Each goal has a vision, key objectives and strategic actions. The goals are interrelated. The Plan has a specific focus on rural development, due to the specific absence of spatial equity in the Eastern Cape.

1.21 Medium-Term Strategic Framework Outcomes

The Medium-Term Strategic Framework is an expression of Government’s Programme of Action. In terms of the Programme of Action, ten strategic priority areas have been identified. In order to achieve the strategic priorities, twelve Key Outcomes with accompanying Outputs and Activities have been identified. This has led to the conclusion of ministerial performance agreements related to the strategic priority areas. As a result of this, various structures are in place to coordinate the implementation of the outcomes, review progress and decide on interventions when needed.

In terms of Section 29 (1)(a) of the MSA; The process followed by a municipality to draft its Integrated Development Plan, including its consideration and adoption of the draft plan must be in accordance with a predetermined programme specifying timeframes for the different steps”.

Section 21 (1) (b) MFMA, The Mayor of a municipality must – “at least 10 months before the start of the budget year, table in Council a time schedule outlining key deadlines for (i) the preparation, tabling and approval of the annual budget; annual review and any consultative processes forming part of the processes related to IDP and Budget review”.

The NMBM Council, in its sitting on 28 August 2018, approved the IDP, Budget and BEPP Multi-year Time Schedule. It is available on the NMBM Website at:

29

CHAPTER 2: SITUATIONAL ANALYSIS

This chapter describes the developmental context of the Nelson Mandela Bay Municipality and identifies the City’s strengths, opportunities, weaknesses and challenges within this context as well as the ability of the City to perform its tasks in line with its mandate and the vision. It needs to be recognized that the City is still experiencing the worst drought ever recorded in its history and that residents are constantly encouraged to use water responsibly.

The 2017/18 Customer Satisfaction Survey was conducted across a wide range of demographic criteria to measure any statistically significant differences in the overall satisfaction of respondents across gender, age and educational attainment. Overall, 60% of participants indicated that they were happy with municipal service delivery.

The development of this IDP took into consideration the results of the recently undertaken customer satisfaction survey. Table 7 below reflects on the results of the customer satisfaction survey.

TABLE 7: Results of the 2017/18 Customer Satisfaction Survey

Satisfaction Surveys Undertaken during: Year -1 and Year 0

Subject matter of survey

Survey method

Survey

No. of

Survey results

date

people

indicating

 

included

satisfaction or

in

better (%)*

survey

Overall satisfaction with:

 

Face-to-face interviews with selected households per Ward

April-

   

(a) Municipality

May

9932

60%

2018

(b) Municipal Service Delivery

Face-to-face interviews with selected households per Ward

April-

   

May

9932

60%

 

2018

(c) Mayor

N/A

N/A

N/A

N/A

Satisfaction with:

(a) Refuse Collection / Waste Management

Face-to-face interviews with selected households per

April-

   

May

9932

64%

2018

30

Satisfaction Surveys Undertaken during: Year -1 and Year 0

Subject matter of survey

Survey method

Survey

No. of

Survey results

date

people

indicating

 

included

satisfaction or

in

better (%)*

survey

 

Ward

     
 

Face-to-face interviews with selected households per Ward

April-

   

(b) Road Maintenance

May

9932

59%

2018

 

Face-to-face interviews with selected households per Ward

April-

   

(c) Electricity Supply

May

9932

62%

2018

 

Face-to-face interviews with selected households per Ward

April-

   

May

9932

65%

(d) Water Supply / Water and Sanitation

2018

(e) Information supplied by Municipality to the public / Governance

Face-to-face interviews with selected households per Ward

April-

   

May

9932

51%

2018

(f) Opportunities for consultation on municipal affairs / Governance

Face-to-face interviews with selected households per Ward

April-

   

May

9932

51%

2018

TABLE 8: Population growth trend in Nelson Mandela Bay

Year

Total

Asians/Indians

Black African

Coloureds

Whites

(%)

(%)

(%)

(%)

2001

1 005 804

1.12

58.93

23.43

16.51

2007 (CS)

1 050 933

0.92

60.40

22.56

16.12

2011

1 152 112

1.11

60.13

23.56

14.36

2015

1 224 630

1.1

56.0

24.1

18.8

2020

1 243 930

1.0

55.9

24.4

18.7

Source: StatsSA (2001 Census), StatsSA (Community Survey, StatsSA Mid-Year Estimates

and StatsSA (2011 Census)

Table 8 reflects on population growth trends and predictions for the future. A noticeable decline in the number of Blacks in the Metro is evident. This decline is predicted to continue to year 2020.

31

2.1 Health levels and conditions in Nelson Mandela Bay (HIV & AIDS / TB / STIs Multi-Sectoral Approach for 2019/2020 Mainstreaming)

One of the key Millennium Development Goals (MDGs) for 2015, as set by the UNDP, was to combat HIV/AIDS, malaria and other diseases and reduce child mortality. Within Nelson Mandela Bay, strides have been made to ensure that the spread of HIV/AIDS is reduced and treatment is made available. One of the key priorities for the 2015/16 review should be concerted efforts on the implementation of the HIV/AIDS strategy in Nelson Mandela Bay and the capacitation of the Unit responsible for this programme.

The Municipality is committed to ensuring that HIV/AIDS, Tuberculosis (TB) National/Provincial Strategic Plan (2017-2021) objectives are mainstreamed externally and internally by all stakeholders in Nelson Mandela Bay involved in the fight against the HIV/AIDS and TB pandemic. Nationally, HIV/AIDS and TB are viewed not only as health issues, but also as socio-economic developmental and human rights issues. Local government has to champion the fight against these epidemics, plan an integrated approach that will mitigate the impact of HIV/AIDS and TB and create an enabling environment for economic and social development.

Mainstreaming is everybody’s business; therefore, there can be no mainstreaming without public participation, consultation and engagement of all stakeholders in the City. This gives them better insight into and understanding of the epidemic itself and knowledge on how to respond to it.

32

2.2 Key strategic objectives of National HIV/AIDS, TB Plan (2017-2021)

Address socio-economic and structural drivers leading to HIV infections and measurably reduce stigma and discrimination.

Reduce the rate of new HIV and TB infections using combination prevention methods and a multi-sectoral approach.

Sustain health and wellness, ensuring physically and mentally healthy communities.

Protect human rights and unlawful discrimination and inequality.

2.3 List of policies

It should be noted that internal operations policies are not advertised on the municipal website - only those that have direct implications for the public.

TABLE 9: POLICY REGISTER OF THE NELSON MANDELA BAY MUNICIPALITY

Policy Title

Reference

Adoption

Review Due

Policy

Number

Date

Date

on

Website

Anti-Fraud and Anti-Corruption Strategy and related policies

5/20/P

31-03-2011

Under review

No

Arts, Culture, Heritage and Creative Economy Policy

12/2/P

16-05-2018

16-05-2021

No

Asset Management Policy

6/1/2/P

20-07-2009

Under review

No

Assistance to the Poor (Indigent) Policy V2

5/18/5/P

30-05-2016

30-05-2019

Yes

Burial of Destitute Persons Policy

5/21/1/P

11-09-2002

Under review

No

Cash Management and Investment Policy

5/10/P

01-12-2005

Under Review

No

Code of Conduct

4/2/P

26-06-2004

Under review

No

Communications Policy

6/2/2/P

23-05-2017

23-05-2020

No

Councillor Support Policy

3/3/P

25-06-2009

Under review

No

Credit Control Policy

5/15/P

31-03-2011

Under Review

Yes

Disaster Relief Management

19/13/3/P

17-07-2014

Under review

No

33

Policy Title

Reference

Adoption

Review Due

Policy

Number

Date

Date

on

Website

Policy

       

Disposal of Immovable Capital Assets Policy and Procedures

6/1/2/8/P

15-09-2016

15-09-2019

Yes

Education, Training and Development (ETD)

4/4/P

23-05-2017

23-05-2020

No

Emerging Enterprise Development Support Programme and Policy

17/8/P

20-06-2018

20-06-2021

Yes

Enterprise Risk Management Policy

2/12/P

19-10-2017

30-11-2020

Yes

EPWP Socio-economic Empowerment Policy and Procedures Manual

17/4/P

27-10-2011

Under review

No

Experiential and Internship Policy

4/4/P

05-08-2003

Due for review

No

Financial Management Policies

5/8/P

24-05-2018

Annually

Yes

Guest House Policy

5/3/1/P

19-02-2004

Under Review

Yes

ICT Disaster Recovery Policy

6/2/3/P

23-05-2017

23-05-2020

No

ICT Enterprise Change Management Policy and Procedures

6/2/3/P

23-05-2017

23-05-2020

No

ICT Governance Framework

6/2/3/P

23-05-2017

23-05-2020

No

ICT Policy

6/2/3/P

23-05-2017

23-05-2020

No

Informal Trading Policy

17/18/P

08-11-2017

13-11-2020

No

Information Security Governance Framework

6/2/3/P

23-05-2017

23-05-2020

No

Information Security Management Policy and Procedures

6/2/3/P

23-05-2017

23-05-2020

No

Integrated Environmental Policy

19/2/P

26-07-2012

Under Review

Yes

International Relations Policy

7/1/P

30-11-2017

30-11-2020

No

Investigation of Fraud and Corruption Policy

5/20/P

Unknown

Under review

No

Learnership Programmes Policy

4/4/P

19-03-2010

Under review

No

34

Policy Title

Reference

Adoption

Review Due

Policy

Number

Date

Date

on

Website

Libhongolethu Fare Policy and Structure

19/6/P

16-05-2018

25-05-2021

No

Library Services Policy

19/9/P

30-11-2017

30-11-2020

Yes

Liquor Outlet Policy

5/3/1/P

Unknown

Under Review

Yes

Nelson Mandela Bay Museums Policies, Code of Ethics and Rules

19/14/P

04-12-2008

Under review

No

Petitions Policy

11/1/5/3/P

11-10-2012

Under review

Yes

Policy and Procedure for Fleet Management

6/2/1/P

06-06-2005

Under Review

No

Policy and Procedures for the Disposal of Movable Assets Not of High Value

6/1/2/P

19-09-2013

Under review

Yes

Policy Development Framework

2/12/P

23-02-2017

23-02-2020

No

Policy Governing Funding to External Organisations (previously Grant-in-Aid Policy)

5/2/1/P

22-05-2014

Under review

Yes

Policy Governing the Long-Term Financial Plan

5/8/P

01-12-2018

01-12-2021

No

Policy on the Establishment and Functioning of Ward Committees

3/1/1/P

23-05-2017

23-05-2020

Yes

Property Rates Policy 2018/19

5/3/1/P

30-05-2018

Annually

Yes

Public Participation Policy and Procedures Manual

11/1/5/3/P

07-08-2014

Under review

Yes

Recognition of Prior Learning

4/4/P

23-05-2017

23-05-2020

No

Sexual Harassment Policy

4/10/P

23-05-2017

23-05-2020

No

Smoking Control

4/13/P

Unknown

Under review

No

Sport Policy

19/11/P

01-06-2006

Under Review

No

Street Naming Policy

16/1/5/P

13-05-2004

Under Review

No

Student Accommodation Policy

16/4/1/17/P

16-08-2018

16-08-2021

Yes

Substance Abuse Policy

4/13/P

16-02-2011

Under review

No

Supply Chain Management Policy

9/1/P

29-03-2018

29-03-2021

Yes

35

Policy Title

Reference

Adoption

Review Due

Policy

Number

Date

Date

on

Website

Tariff Policy

5/5/P

30-05-2016

Annually

Yes

Unauthorised, Irregular, Fruitless and Wasteful Expenditure Policy

5/20/P

24-05-2018

24-05-2021

Yes

Ward-Based Grant in Aid Policy

5/7/P

30-11-2017

N/A

No

Whistle-Blowing Policy

5/20/P

24-06-2004

Under review

No

Source: NMBM Chief Operating Office - Policy and Research

Municipal By-Laws are reviewed as and when there is a need.

TABLE 10: Municipality’s gazetted By-Laws

BY-LAW

GAZETTE NO.

DATE OF GAZETTE

NMBM:

Customer

Care

and

Revenue

   
 

1087

21

October 2003

Management By-law

   

NMBM: Liquor Selling Hours By-law

1459

12

December 2005

Disaster Management Act (52/2002):

1803

30

November 2007

NMBM: Disaster Management By-law

 

Constitution of the Republic of South Africa, 1996: NMBM: Fire Safety By-law

1803

30

November 2007

Constitution of the Republic of South Africa, 1996: NMBM: Roads, Traffic and Safety By-law

1803

30

November 2007

Constitution of the Republic of South Africa, 1996: NMBM: Street Trading By- law

1982

26

September 2008

Local

Government:

Municipal

Property

   

Rates

Act

(6/2004):

NMBM:

Property

2085

10

March 2009

Rates By-law

   

Constitution of the Republic of South Africa, 1996: NMBM: Air Pollution Control By-law

2322

24

March 2010

36

BY-LAW

 

GAZETTE NO.

DATE OF GAZETTE

Constitution

of

the

Republic

of

South

   

Africa,

1996:

NMBM:

Cemeteries

and

2322

24

March 2010

Crematoria By-law

   

Constitution of the Republic of South Africa, 1996: NMBM: Health By-law for the Operation and Management of Initiation Schools

2322

24

March 2010

Constitution of the Republic of South Africa, 1996 : NMBM : Municipal Health By-law

2322

24

March 2010

Constitution of the Republic of South Africa, 1996: NMBM: Noise Control By-law

2322

24

March 2010

Constitution of the Republic of South Africa, 1996: NMBM: Prevention of Public Nuisances and Public Nuisances Arising from the Keeping of Animals By-law

2322

24

March 2010

Constitution of the Republic of South Africa, 1996: NMBM: Public Amenities By- law

2322

24

March 2010

Constitution of the Republic of South Africa, 1996: NMBM: Waste Management By-law

2322

24

March 2010

Constitution of the Republic of South Africa (108/1996): NMBM: Outdoor Signs (Advertising and Other) By-law

2361

14

May 2010

Water Services Act (108/1997): NMBM:

2361

14

May 2010

Water and Sanitation Services By-law

   

2.4

Economy

 

The Nelson Mandela Business Chamber Plan, initiated in 2017, identifies four priority clusters (sectors) as: the Automotive Sector, Light Manufacturing, Tourism and

37

Hospitality, and Agro-processing. The report identifies key interventions which could help these sectors grow and which are within the capacity of the Metro to influence.

These sectors were identified as priorities because their growth will not only benefit the economy but also provide an opportunity for inclusive growth in the Metro through employment opportunities (ECSECC 2017 Outlook).

In terms of economic infrastructure, the City is unique in that it is a two Port City: the Port of Port Elizabeth, near the City Centre, and the deep-water Port of Nqura in the Coega Special Economic Zone (SEZ), located 30 km north of the City Centre. Possessing two ports creates an opportunity for the city to establish a strong and vibrant maritime sector (Stats SA).

The indicator areas focused on regulations relevant to the life cycle of small to medium sized domestic businesses and were built on standardised case scenarios. Within these indicators, the length of time, financial cost and number of procedures were evaluated. Of the five indicators, three, namely dealing with construction permits, registering property and getting electricity, were within the direct control of municipalities.

The following is the result recorded in respect of Nelson Mandela Bay in relation to the afore-stated three municipal indicators:

Dealing with construction permits - Analysis has shown that it is the cost of building plans that needs to be re-evaluated to bring the City in line with other local authorities.

Registering property In terms of this indicator, the Nelson Mandela Bay Municipality performed above average and was rated fifth best in the country. The Municipality will however need to address the time taken to issue rates clearance certificates in order to perform better.

Getting electricity The Municipality requires five procedures to be completed (which is average), but these procedures take 330 days to complete. Cost is also a factor that could be improved.

38

The 2018 survey undertaken by the World Bank Team revealed a significant improvement in three indicators measured in the Nelson Mandela Bay Municipality. In 2015, the Getting Electricity indicator measured, revealed that it took 330 days to finalise electricity connections, which period has since been reduced to 190 days.

Registering property, which used to take 25 days (WB 2015 report), has since been reduced to 20 days. Finally, the construction permit indicator has also been reduced (from 101 to 96 days). All these interventions are as a result of the collaboration between National Treasury, World Bank specialists and the Nelson Mandela Bay Municipality. This work is monitored by the Office of the City Manager and reported on a quarterly basis to National Treasury.

2.5 Poverty

Altogether 640 000 people were living in poverty in the Nelson Mandela Bay

Metropolitan area (ECSECC, 2017), which is 15.98% higher than the 552 000 in

2006. In 2016, 65.1% of the African population group lived in poverty, as compared

to the 67.72% in 2006, with 40.6% of the Coloured and 8% of the Asian population groups living in poverty. Currently, approximately 30% of formal households in the city cannot afford basic services in terms of the Indigent Programme, with an average of 16.1% of households receiving no income (CSurvey, 2016).

The unemployment rate in the Metro is at 36.8% (CS, 2016) - up by 4.2 % from the same period last year (31.8%). The number of unemployed in the Bay increased from 159 000 to 202 000. The impact of high unemployment remains a great concern to the residents and all key stakeholders in the Metro.

2.6 Safety

In a 2016 South African Cities Networks Report titled “State of Urban Safety in South Africa”, the importance of urban safety in cities was highlighted. The report states that Cities are “places not only of opportunity, but also of inequality and high levels of violence and crime”. The Report’s findings confirm that crime and violence in South Africa are heavily concentrated in urban areas.

39

Nelson Mandela Bay has a relatively slow population growth, low population density, and high levels of social incoherence/family disruption and inequality. The city compares well to the other cities across most social / structural risk factors, especially in respect of service deprivation and housing informality levels.

The safety and security of local communities, residents, visitors, tourists and holiday- makers is a key focus area of the Municipality. To make the city safer, the institution provides a broad spectrum of services. The emergency services that are provided to ensure the safety of all communities and visitors include disaster management, fire and emergency and security services, as well as traffic and licensing services.

Collaboration between all internal and external stakeholders, particularly law enforcement agencies, is maintained to identify potential threats and reduce or eliminate risks.

Nelson Mandela Bay is noted for achieving a standard level of access to basic services, namely housing, water, sanitation, electricity, safety and security, social amenities, refuse removal, and road networks.

2.7

USDG

The NMBM is performing very well in respect of USDG spending, which resulted in the Municipality receiving an amount of R200 million. The USDG is allocated to metropolitan municipalities for urban development purposes only. Due to poor performance in certain metropolitan municipalities, National Treasury resolved or gazetted the amendment of the USDG allocation from poorly performing metropolitan municipalities to best performing municipalities - and the NMBM became one of the beneficiaries of this allocation.

Although the NMBM is performing well in respect of USDG spending, this cannot be translated to expenditure on other capital projects that the city is implementing. There is a need for improvement in this area of spending.

Below are service delivery performance highlights during the 2017/18 financial year:

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Provision of integrated and sustainable human settlements:

o

359 state subsidised housing units provided.

o

144 social housing units provided.

o

3 009 erven provided with permanent water and sanitation services.

o

910 households relocated from stressed informal settlements and other servitudes to Greenfield development areas.

Provision of quality potable water and reliable water supply:

o 100% of households (both formal and informal) have access to a basic level of water supply (including households within a 200 m radius of a standpipe).

Provision of sanitation services:

o 98% of households (both formal and informal) have access to a basic level of sanitation.

Provision of electricity and energy:

o 1 581 electricity connections provided.

Provision of solid waste management services:

o 100% households within the urban edge are receiving a weekly domestic waste collection service (excluding informal areas on privately owned erven and erven not earmarked for human settlements development).

Provision of recreational facilities and public amenities:

o 2 beaches upgraded through the provision of either revetments / parking areas / walkways / security cameras / picnic facilities and/or dune stabilisation.

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o

64 public open spaces upgraded through the provision of either outdoor gym equipment / fencing / pathways / benches and/or playground infrastructure.

o

6 cemeteries upgraded through either the construction of berms / installation of cameras / upgrade of the sewerage system and/or the provision of fencing.

o

60% completion of the Main Library Restoration / Upgrade.

Response time to emergencies:

o 7 minutes and 29 seconds average response time to traffic emergencies within Nelson Mandela Bay (from Control Centre receiving notification of emergency to dispatched officer arriving at the scene).

o 12 minutes and 16 seconds average response time to fire emergencies within Nelson Mandela Bay (from Control Centre receiving notification of emergency to dispatched officer arriving at the scene).

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CHAPTER 3: METHODOLOGY AND STAKEHOLDER ENGAGEMENTS

The Municipality’s leadership set in motion a strategy to prepare an Integrated Development Plan that would place the people of Nelson Mandela Bay at the centre of planning. With a strong commitment to improve service delivery and grow the economy to create jobs, it was crucial for the new administration to reform the administration and its systems.

Chapter Seven (7) of the Constitution of the Republic of South Africa, Act 108 of 1996, Chapter Four (4) and Five (5) of Local Government Municipal Systems Act, 32 of 2000 and Chapter Four (4) of the Municipal Finance Management Act Number 56 of 2003 compel municipalities to engage communities through public participation programmes. This should not only be done as a compliance exercise, but also as serious engagement with communities in order for all municipal programmes implemented within the five-year cycle of Integrated Development Plans to be informed by the priorities of citizens.

The Long-Term Growth and Development Plan provides a framework for three successive five-year Integrated Development Plans until 2032, aimed at achieving a comprehensive socio-economic turnaround for the Nelson Mandela Bay Municipality. This is important to equip all directorates of the Municipality with a united and shared focus for efforts to meet challenges and achieve desired goals.

At the broader level, strategic focus is placed on integrating the local economy into the developmental agendas of the national and continental economies and to efficiently manage and capitalise on the impacts of globalisation and climate change as two of the most prominent challenges currently faced.

The Metro’s political and administrative leadership, communities and economic sector groups, consulted throughout the development of the long-term development plan, have high ambitions for a bright future for Nelson Mandela Bay. This Municipality is determined to achieve those ambitions throughout the entire City.

The 2019/20 IDP / Budget public participation review programme was approved by

43

the Strategic Planning Steering Committee, established by the Executive Mayor to oversee the whole planning and implementation processes of the IDP and Budget. When the new administration took over on 27 August 2018, a revised public participation programme was approved for the meetings to start from 04 September until 15 October 2018. The final round of public meetings took place from 25 April to 20 May 2019.

The summary below outlines some of the communication initiatives implemented during the public participation programme reviewing the 2018/19 IDP and Budget:

An IDP App was developed and implemented alongside an IDP Input form on the municipal Website. The IDP App received 78 441 visits since its establishment in 2018, while 78 people submitted their inputs during the current review of the IDP and Budget.

IDP Input forms were developed and distributed to communities during IDP meetings. A total of 310 IDP inputs forms were received during public meetings.

EPWP workers were employed in each Ward to distribute and collate IDP Input forms at Ward CouncillorsOffices, and 3027 completed forms were received.

The total attendance of public participation meetings for the duration of the review of 2018/19 IDP and Budget was 4 534.

Councillors were also requested to inform their communities about the meetings

Loud hailing services.

Requested the Religious Desk from the Speaker’s Office to spread the message in their churches about the meetings and encourage congregants to attend the planned meetings.

Newspapers adverts were published.

Radio slots and live radio reads were used.

The final round of public participation took place on 25 April 2019 to 20 May 2019,

while bilateral meetings with Ward Councillors took place from 23 April 2019 to

25 April 2019 and on 14 May 2019 to ensure alignment between Ward priorities and

the budget. The total number of residents who interacted with the IDP / Budget

public participation processes in various manners during August 2018 to May 2019

44

was

86 312.

Apart from the Municipality having consulted with communities, economic sector industries were also engaged. Engagements between the economic sector industries stakeholders and ACSA unblocked a number of challenges that were experienced by them, particularly ACSA concerning its future plans for the development of the Port Elizabeth International Airport.

The scope of engagement with critical stakeholders was also expanded to include a sector that was not consulted adequately in the past, namely the Cultural and Creative Industries. There are plans and intentions to expand consultation platforms beyond the current stakeholders consulted. There are also plans to include NGOs, CBOs and SANGOCO in future meetings to ensure that the NMBM is reaching as many participants in the process as is possible.

Special Sectors and Mainstreaming

This is one of the critical stakeholders in the NMBM participating during IDP and Budget review processes. The Nelson Mandela Bay Municipality has established an institutional framework that coordinates and facilitates the mainstreaming of the best interests of children, people with disabilities, the elderly, women and youth through the Special Programmes Unit within Constituency Services.

Meetings with Special Sectors took place on 21 August 2018 and 26 April 2019 respectively. Some of the priorities consistently raised during a number of previous meetings were again presented during the meetings held in August 2018 and April

2019. For example, a Sign Language Interpreter was available at these meetings

and some of the meeting documents were converted into Braille services really

appreciated by those people who needed such services.

Among the issues raised consistently on a number of platforms, include the provision of houses that are friendly to people with disabilities; sidewalks to accommodate

45

people in wheelchairs; and facilities where people with disabilities may create and display products developed using their hands, e.g. arts and crafts such as beadwork.

They also raised the issue of the employment of a focal person in the Office of the Executive Mayor to deal with issues directly affecting people with disabilities. The issue of a public transport system that was user-friendly to people with disabilities was also raised during the meetings held with the Special Sectors in 2018 and 2019.

In an effort to ensure integration and synergy, all Directorates are required to ensure that special sectors development will become central in their planning, budgeting, and the implementation of their projects and programmes. The Special Programmes Unit, in conjunction with Directorates and in collaboration with relevant stakeholders, is expected to conduct its business in the following manner:

Conduct public awareness and education for the promotion of mainstreaming the youth, women, aged, disability, gender and children’s rights issues in Council and government programmes; with extensive campaigns associated with national days in the form of Pride and Observance dates.

Ensure that special sector’ concerns and needs become the integral dimension of the design, implementation, monitoring and evaluation of policies and programmes in all political, economic and social spheres for designated groups to benefit equitably.

Coordinate efforts that ensure that planning, policies, programmes and projects will counteract the inequalities and disparities experienced by children, disability, elderly, women, youth and gender machinery.

Ensure the coordination and facilitation of the systematic inclusion of all concerns of children, disability, elderly, women, youth and gender machinery at all levels of planning, policy making and programme implementation.

Ensure the fairness and availability of measures that compensate historical and social disadvantages that prevent special sectors from operating on a level playing field.

46

Effectively and efficiently coordinate for the alignment and compliance to local, provincial, national, SADC, regional, continental and international obligations and protocols pertaining to special sectors.

Ensure that special sectors contribute and benefit from economic, social, cultural and political development.

Assess the implications for designated groups of any planned action, legislation, policies or programmes in all areas and at all levels.

Cultural and Creative Arts Industries

In an effort to enhance public participation, the NMBM consulted for the first time on IDP / Budget related issues with the Cultural and Creative Arts Industries in 2018. Since that was the first time for such stakeholders to participate in the process, quite a number of issues were raised by this sector.

Future consultation and participation meetings will be held with these stakeholders. Artists raised serious concerns about the fact that they were not being consulted when budgets were allocated for their programmes: issues such as who determined what budget went to this sector and how such determination was made, which artists would benefit from municipal activities in providing their services and the criteria used to select them were raised.

They emphasised that, in future, nothing must ever be done or decided about their industry without honest consultations with them. The current administration expressed the commitment to this sector that, going forward, there would be constant engagement with the sector on issues relevant to it so that the gap that used to exist in the past would not be perpetuated.

Table 11 is a summary of ten (10) frequently raised issues across the Metro. It is clear from the table that the upgrading and maintenance of sewerage systems is a key priority. This issue was particularly dominant in township Wards.

Other issues that dominated the recent public meetings, as reflected in Table 11, were: Skills development; the rectification of houses including pre-1994 houses; the

47

provision of streetlights; the construction, upgrading and maintenance of sport fields; and the visibility of Metro Police and SAPS.

An integrated approach is therefore required in addressing issues raised by the communities during these public meetings. Issues raised that do not fall within the mandate of Local Government are elevated to the relevant departments for their attention. It is critical for the NMBM to establish, enhance and strengthen Intergovernmental Relations platforms to make sure that there is integration in the manner in which government responds to issues raised by communities at the local sphere.

TABLE 11: Priorities with highest frequency in Wards during IDP / Budget Review (August 2018 to May 2019)

PRIORITIES RAISED

WARDS

1.

Upgrade and maintenance of sewerage system

4, 10, 12, 13, 15, 16, 18, 20, 21, 22, 24, 25, 26, 27, 28, 29, 30, 31, 36, 41, 44, 45, 47, 49, 53, 55, 56, 57 & 60 (29)

2. Skills development

4, 13, 14, 15, 16, 17, 18, 19, 20, 21, 22, 24, 25, 27, 28, 31, 33, 34, 36, 41, 42, 43 & 44

(23)

3. Rectification of houses

3, 4, 10, 15, 18, 21, 24, 25, 26, 27, 28, 30, 31, 33, 34, 35, 36, 37, 53, 54, 55 & 60 (22)

4. Rectification of pre-1994 houses

3, 4, 10, 15, 18, 21, 24, 25, 26, 27, 28, 30, 31, 33, 34, 35, 36, 37, 54, 55 & 60 (21)

5. Provision of street lights and high mast lighting

4, 10, 11, 13, 14, 15, 18, 21, 24, 27, 28, 29, 30, 31, 32, 33, 34, 35 & 36 (19)

6. Construction of sport fields and upgrading / maintenance

4, 11, 13, 14, 15, 18, 20, 21, 22, 23,24, 28, 31, 32, 33, 34, 36, 53 & 59 (19)

7. Visibility of Metro Police and SAPS

4,10,12, 13, 14, 15, 18, 20, 27,29, 31, 32, 33, 34, 35, 41, 57 & 60 (18)

8. Attend to Illegal dumping

12, 15, 18, 20, 24, 26, 28, 30, 31, 32, 34, 36, 43, 44, 45, 46, 47 & 53 (18)

9. Provision of houses

4, 11, 12, 13, 15, 18, 24, 25, 27, 30, 31, 32, 33, 34, 36 & 53 (16)

48

10.Tarring

of

roads

and

construction

of

4, 11, 12, 13, 14,15, 24, 29, 30, 31, 32, 33, 34, 35, 36 & 53 (16)

speed humps

 

Source: IDP Office- Ward Prioritiese (2019)

49

CHAPTER 4: SPATIAL STRATEGY

4.1

INTRODUCTION

The spatial strategy of the Municipality is embedded in three interrelated strategic documents; these are:

The Metropolitan Spatial Development Framework (MSDF)

The Sustainable Community Planning Methodology

The Built Environment Performance Plan (BEPP)

This Chapter outlines the key features of these three strategic documents, which together form the spatial strategy of the City. The Metropolitan Spatial Development Framework (MSDF) is the primary spatial plan of the City and represents the spatial manifestation of the IDP. All matters of a spatial nature concerning the Municipality are encapsulated in the MSDF. It includes the aforementioned Sustainable Community Planning Methodology and the Built Environment Performance Plan.

Council approved the initial MSDF in 2009 and a second version was approved in December 2015. This Chapter includes the revised Spatial Development Framework Strategy. The Spatial Planning and Land Use Management Act 2013 (SPLUMA) sets the legal framework for the SDFs of South African municipalities. The core principles of the SDF have remained intact over multi-year periods and political cycles. Minor amendments were proposed in the 2015 MSDF to address the development changes within the city and Council approved a revised SDF during the 2019/20 financial year. A full review of the MSDF will be done in 2020/21 financial year.

The Sustainable Community Planning Methodology is an international award-winning planning methodology developed and implemented in the Nelson Mandela Bay Municipality (NMBM), to enhance the levels of sustainability and integration of development within the City and to reduce the effects of entrenched segregation.

50

It promotes the analysis and planning of the City in what is termed Sustainable Community Units (SCUs), which apply to both new and existing areas. They aim to ensure that any developments are examined through the lenses of housing, work, services, transport and character / identity, in order that the need for travel is reduced and that essential services in the above categories are available within walking distance of all households within an SCU.

The Built Environment Performance Plan (BEPP) is an annual requirement of the Division of Revenue Act. It aims to bring about the practical spatial restructuring of the country’s Metropolitan Cities through defining and actively implementing an Urban Network Strategy (UNS), which defines CBDs and hubs connected by Integration Zones, where access is prioritised and Transit Oriented Development (TOD), catalytic programmes and high density mixed-use developments are promoted.

The BEPP also focuses on the implementation of growth nodes and the eradication of informal settlements. The BEPP is required to release various grant funding from National Treasury and represents the capital urban investment strategy of the city, especially of the conditional grants. The NMBM 2019/20- 2021/22 Built Environment Performance Plan is available on the municipal website:

4.2 NMBM METROPOLITAN SPATIAL DEVELOPMENT FRAMEWORK

The Metropolitan Spatial Development Framework (MSDF) and the associated, more detailed, Local Spatial Development Frameworks (LSDFs) seek to guide overall spatial form and identify current and future desirable land uses within the Municipality at a broad level in order to give physical effect to the vision, goals and objectives of the IDP.

The MSDF identifies major transport routes, future transport links, environmentally important areas and key potentials and constraints. The MSDF also aims to sequence future development areas in a manner that makes the best use of

51

infrastructure services and limits the leap-frogging of development and the unnecessary expansion of infrastructure networks.

The legal importance of the MSDF is contained, inter alia, in the Spatial Planning and Land Use Management Act 2013 (SPLUMA), Chapter 4, which states that:

“a Municipal Planning Tribunal or any other authority required or mandated to make a land development decision in terms of this Act or any other law relating to land development, may not make a decision which is inconsistent with a municipal spatial development framework, unless if site specific circumstances justify a departure from such provisions.”

4.2.1 Rationale for Spatial Planning

The MSDF must give effect to the development principles contained in the Spatial Planning and Land Use Management Act, 2013 (SPLUMA). These are:

Spatial justice.

Spatial sustainability.

Efficiency.

Spatial resilience.

Good administration.

4.2.2 SDF processes

The following processes of the SDF support sustainable development within the Nelson Mandela Bay Municipality:

Analysis of spatial opportunities, constraints, patterns and trends.

Identification of the need for spatial restructuring and land reform.

Provision of spatial solutions to developmental issues.

Identification of national spatial development principles and their spatial application in the NMBM.

52

Understanding of and allowance for the spatial implications of social, economic and environmental sustainability.

Production of a document to guide decision-making on developable and non- developable areas, including the sequencing of development.

Creation of a framework for public and private investment decisions to facilitate investor confidence.

A number of sectoral plans and topic-specific planning documents, which include the following, supports the MSDF:

Strategic Environmental Assessment.

Urban Edge / Rural Management and Urban Densification Policies.

Demographic Study update.

Land Use Management System (LUMS).

Human Settlements Implementation Plan.

4.2.3 Spatial Overview of Nelson Mandela Bay

The Nelson Mandela Bay Municipality (NMBM) was the first metropolitan municipality in the Eastern Cape Province and is one of eight metropolitan municipalities in South Africa. The Nelson Mandela Bay Municipality covers an area of 1959,02 square kilometres and is bordered by the Sundays River in the north, the Van Stadens River in the south west, and the Greater Uitenhage / Despatch areas towards the west of the metropolitan area.

The demarcation process, as provided for in the Demarcation Act (Act 27, 1998), caused the disestablishment of seven separate local authority administrations and the formation of the Nelson Mandela Bay Metropolitan Municipality (NMBMM). The most significant administrations incorporated were Port Elizabeth, Uitenhage, Despatch and a portion of the Western District Council.

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4.2.4 Proposed Metropolitan Structure

4.2.4.1 Structuring the Plan

The spatial structuring of the Plan is based on the following factors:

Available land and its features.

Envisaged population growth.

Economic development.

Principles guiding integration, efficiency and sustainability.

The following considerations are used to determine the basic structure of the Plan:

Land earmarked for new development, including low income housing, has been selected on the basis that vacant land within and close to the existing built-up areas must be utilised first, while further outlying areas are considered for development only once more centrally located land has been taken up. This will encourage the more efficient use of existing infrastructure before network extensions are required. It will also discourage the leap-frogging of development, which is expensive from a bulk services provision perspective.

Land uses are to be arranged in a manner that promotes the development and use of an efficient public transport system. Densification and a mix of land uses along major transport corridors can achieve this objective.

Access to green recreational zones from residential areas has been given special attention. Natural, sensitive areas have been identified for protection, and additional green spaces have been set aside for recreational use, as well as other uses that are of an ecological nature.

Certain land uses, such as large industrial areas, are kept away from residential areas, due to the heavy traffic, air pollution and noise generated by industrial operations.

Existing economic nodes, such as the Coega IDZ, as well as the Uitenhage and Port Elizabeth main industrial areas and existing commercial centres, are used as employment nodes; therefore, structuring elements.

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Further transport links are proposed to promote integration and overall accessibility; linking major centres and industrial areas with residential areas is important, taking into account the limitations resulting from valleys, rivers and escarpments.

Public transport corridors have been proposed linking economic areas. The future growth direction from Motherwell would thus be to the west, in the direction of Uitenhage, with the Coega IDZ providing employment opportunities for the adjacent residential areas of Motherwell.

Main arterial roads and rail links for private and public transport between the different urban areas are most easily arranged in east-west directions. Linkages in the north-south direction as well as inland are impeded by valleys, rivers and escarpments and are consequently mainly limited to coastal corridors. It is important that cross city linkages are explored to improve accessibility.

It is vital to reserve land for future communication links through the urban zones. This is especially important when building between existing developments to make the urban structure denser and more efficient. Such reserves will serve to avoid future transport problems and the additional cost of creating new links through development areas.

The approach therefore focused on pedestrian movement and public transport and the provision of access to services and job opportunities.

4.2.4.2 Primary Structuring Elements

Apartheid planning consigned most South Africa cities to the principles of segregation, separate development and unequal access to resources. Such planning divided cities and left places of work and economic opportunities far from the places where the majority of the population live. Measures and strategies need to be put in place to actively restructure the city. The following elements are important considerations in achieving this.

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4.2.4.3 Activity Nodes

Nodes are places of high accessibility, characterised by a concentration of mixed use activities, such as retail, office, entertainment, community facilities and residential components. Such places are usually located at strategic transport interchanges.

These nodes are regarded as priority areas for densification, integration, intensification and the improvement of environmental quality. Nodes are mostly targeted for public and private investment, as they can enhance economic opportunities and enable more efficient service delivery intensifying activities.

4.2.4.4 Urban Network Strategy

NMBM Urban Nodes

Source: NMBM 2017

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4.2.4.5 Urban Corridors / Activity Spines

Urban corridors are a combination of structuring elements that reinforce a hierarchy

of nodes. They have varying development intensities and widths. Mixed used

activities should be created and promoted within such corridors/spines, to also include different modes of transport. This minimises travelling costs and the costs of transport infrastructure by increasing accessibility to employment opportunities, especially for previously disadvantaged communities.

Residential and commercial densities along transportation routes need to be increased at strategic locations (i.e. near development nodes) in order to transform major routes into activity or development corridors and create an environment conducive for sustainable human settlements.

4.2.4.6 NMBM Activity Corridors

Activity spines can be defined as concentrated urban development along movement routes that are typically also major public transport routes. Development can either take the form of continuous linear development or a series of nodes along the activity spine.

4.2.4.7 Natural Open Space and Green System

The Nelson Mandela Bay Municipality’s open space network plays a fundamental role in shaping the city through the conservation of ecological resources, which are amongst the major structuring elements guiding the development of the city. The open space network has spatial, social and technical dimensions.

4.2.4.8 Consolidation and Densification

A consolidation and densification approach promotes more compact urban

development and maximises the efficiency of areas that are well serviced and

centrally located.

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4.2.4.9 Growth Management / Urban Edge

A tool of the spatial development framework for growth management is the

demarcation of an urban growth boundary or urban edge. The “urban edge” is a conceptual boundary that delineates the urban area in order to contain physical development and sprawl and re-direct growth towards a more integrated, compact and efficient urban form, guided by detailed plans.

4.3 SUSTAINABLE COMMUNITY PLANNING AND METHODOLOGY

The existing pattern of development in Nelson Mandela Bay is the result of historical segregation-based planning. These imbalances serve as constraints for redevelopment; they should be addressed and rectified.

The NMBM developed and introduced this planning methodology to assist the city in dealing with the creation of a more sustainable city. The methodology is an integral part of the MSDF, LSDF and precinct planning that is undertaken.

Sustainable Community Units (SCUs) have been introduced to achieve a more balanced structure in Nelson Mandela Bay, in order to reduce discrepancies in terms

of service provision and standards; promote integration in socio-economic and

functional terms; and provide for economic activities and employment opportunities.

4.3.1 Distance to Facilities

The SCU planning methodology concept identifies the need to make higher levels of sustainability and integration in Nelson Mandela Bay its primary focus. The basis for sustainable community planning lies in the development principles adopted at national, provincial and local government levels, as supported by legislation and government policies.

58

To achieve both sustainability and integration, the following functional elements need attention in relation to the above principles:

(a)

Housing

(b)

Work

(c)

Services

(d)

Transport

(e)

Community

(f)

Character and identity

For more details on the planning methodology outlined above, refer to the Sustainable Community Planning Guide, dated June 2007; also available on the municipal website: (www.nelsonmandelabay.gov.za).

4.4 BUILT ENVIRONMENT PERFORMANCE PLAN (BEPP)

The development of a Built Environment Performance Plan (BEPP) is a requirement of the Division of Revenue Act (DoRA) in respect of the various infrastructure grants related to the built environment of metropolitan municipalities. It is submitted to National Treasury in order to, inter alia, access the following conditional grants:

Integrated City Development Grant (ICDG)

Urban Settlements Development Grant (USDG)

Human Settlements Development Grant (HSDG)

Public Transport Infrastructure Grant (PTIG)

Neighbourhood Development Partnership Grant (NDPG)

Integrated National Electrification Grant (INEP)

The BEPP aims to demonstrate the use of these grants for the purpose of spatial restructuring through targeting capital expenditure in areas that will maximise the positive impact on citizens, leverage private sector investment, and support growth and development towards a transformed spatial form and a more compact city.

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The BEPP is complementary to the Municipality’s key strategic documents, which include the Integrated Development Plan (IDP), the Budget, the Spatial Development Framework (SDF) and the Comprehensive Integrated Transport Plan (CITP). The BEPP directly complements the MSDF, and the MSDF must embrace the BEPP.

The BEPP focuses on three main areas:

An Urban Network Strategy (UNS), including Integration Zones and catalytic programmes.

Economic / Growth nodes.

Informal settlements and marginalised areas.

4.4.1

ROAD NETWORK

Public transport serves the metropolitan area along the following existing and planned routes:

North-South linkage between the PE CBD and Motherwell via Ibhayi; along the Khulani Corridor.

North-West linkage between the PE CBD and Bloemendal / Bethelsdorp, along Stanford Road.

South-West linkage between the PE CBD and the Western Suburbs, via Old Cape Road.

4.4.2

RAIL NETWORK

There is an existing passenger rail link between the PE CBD and Uitenhage.

There is also an existing passenger rail link between the PE CBD and Motherwell / Markman.

A passenger rail link between the Port Elizabeth CBD and Motherwell via a proposed new Motherwell Rail Corridor parallel to Tyhinira Street (Motherwell) is planned.

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There is a long-term possible linkage between Coega and Uitenhage. A narrow- gauge rail line exists between Humerail (Port Elizabeth) and Loerie.

4.4.3 OTHER ACTIVITY CORRIDORS

The Nelson Mandela Bay Urban Network further identifies other existing mixed-use activity corridors that are important. These are:

Walmer Boulevard, Heugh Road and Buffelsfontein Road

Walmer Main Road

William Moffett Expressway and Cape Road

4.5

Catalytic Programmes

The Catalytic Programmes identified in this BEPP reflect interventions that include developments that conform to the National Treasury Guidance Notes for the BEPP as follows; they:

“Enable integration, that is mixed and intensified land uses where the residential land use caters for people across various income bands and at increased densities that better support the viability of public transport systems;

Are strategically located within integration zones in metropolitan municipalities; and are game changers in that the nature and scope of the projects are likely to have significant with significant impact on spatial form and unlock economic activity;

Involve major infrastructure investment;

Require a blend of finance where a mix of public funds is able to leverage private sector investment as well as unlock household investment;

Require specific skills across a number of professions and have multiple stakeholders.”

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In addition, the following is important:

inner city, mixed use, social, commercial and residential development initiatives. informal settlements and marginalised area upgrading.

linkage projects such as critical road infrastructure to ensure the proper linkages of the Integration Zones to the rest of the city.

The following map shows the location of the qualifying selected catalytic programmes in relation to the Integration Zones and the Urban Network Strategy framework.

NMBM Catalytic Programmes

Source: NMBM, 2019

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It is the intention to move the catalytic programmes as quickly as possible from the planning to the implementation phases.

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4.6

INFORMAL SETTLEMENTS AND MARGINALISED AREAS

4.6.1

Management and Upgrading of Informal Settlements

The Municipality has a dedicated programme for the elimination of informal settlements, as contained in the Informal Settlements Upgrading Plan (NMBM:

Human Settlements Directorate, 2008). The Plan was developed in 2008 and included 81 informal settlements. Altogether 51 informal settlements now remain, contained in a matrix of in situ upgrading / destination areas, programmed over time, prioritised and implemented according to the availability of funding.

4.6.2 Strategy for better located housing development for all and specifically the poor in relation to densification

The Spatial Strategy of the NMBM, which has at its core the aim of sustainability and achieving a more equitable spatial structure for the population of the Metro, is crucial. What is also key to mention is that all strategies aimed at addressing issues of disproportional spatial planning are taking an integrated approach to the challenge. Greater integration and the alignment of strategic spatial plans will be achieved in the near future.

The Long Term Growth and Development Plan and the Performance Management aspects of this IDP aim to ensure that the macro spatial strategy is experienced at community level through, for example, safer neighbourhoods and streets, more functional suburbs with more choices and diversity to meet daily needs, more accessible and convenient facilities with greater mobility, healthier and greener and more sustainable living areas, backed by a caring and more participative local government.

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CHAPTER 5:

INPUT BY SECTOR DEPARTMENTS

This Chapter reflects the input received from the Sector Departments and State Owned Enterprises.

PARTICIPATION OF SECTOR DEPARTMENTS IN NMBM PUBLIC PARTICIPATION MEETINGS IN THE LAST THREE FINANCIAL YEARS (2016 / 17 TO 2018 / 19)

   

2016/17

 

2017/18

 

2018/19

DEPARTMENT

 

IDP

             

PUBLIC

REP

IDP

PUBLIC

IDP REP

IDP

PUBLIC

IDP REP

IDP

MEETINGS

FORUM

INPUT

MEETINGS

FORUM

INPUT

MEETINGS

FORUM

INPUT

Health

No

Yes

Yes

No

Yes

Yes

No

Yes

Yes

SRAC

No

No

No

No

Yes

Yes

No

Yes

Yes

SAPS

No

Yes

Yes

No

Yes

Yes

No

Yes

Yes

Education:

No

No

 

No

No

 

No

No

 

PE

Yes

Yes

Yes

Public Works

No

No

No

No

No

No

No

Yes

Yes

Human Settlements

No

No

Yes

No

Yes

No

No

No

Yes

DEDEAT

No

Yes

Yes

No

Yes

Yes

No

Yes

Yes

Roads & Public Works

No

No

Yes

No

No

No

No

No

Yes

Safety and Liaison

No

No

Yes

No

No

No

No

Yes

No

Water & Sanitation

No

No

Yes

No

No

No

No

No

No

DRDAR

No

Yes

Yes

No

No

No

No

Yes

No

Social Development

No

No

Yes

No

No

No

No

No

No

Labour

No

Yes

 

No

Yes

No

No

Yes

No

SASSA

No

No

No

No

Yes

No

No

No

No

Energy

No

No

No

No

Yes

No

No

No

No

Transport

No

No

No

No

No

No

No

Yes

No

Correctional

No

No

No

No

No

No

No

 

No

Services

Yes

Agriculture, Forestry

No

No

No

No

No

No

No

 

No

& Fisheries

Yes

EC: Parks & Tourism

No

No

No

No

No

No

No

Yes

No

Home Affairs

No

No

No

No

No

No

No

Yes

No

COGTA

No

No

No

No

No

No

Yes

Yes

No

Office of the Premier

No

No

No

Yes

Yes

No

No

Yes

No

65

5.1 Sector Departments and State Owned Enterprises Input

In line with Intergovernmental Relations and Cooperation between various spheres of government, a number of Sector Departments submitted their inputs for inclusion in the 2019/20 IDP. Sector Departments who submitted their input in the NMBM IDP are the following: Economic Development, Environmental Affairs, South African Police Services (SAPS), Department of Roads and Public Works, ACSA, PRASA and the Department of Human Settlements.

5.1.1 Provincial Department of Economic Development, Environmental Affairs and Tourism

Mandate / Key Strategic Objectives of the Department / Parastatal / Organization:

Sustainable development underpinned by economic growth and sound environmental management.

5.1.2 Economic Development

This unit promotes economic growth and the development of local economies by aligning Local and Regional Economic Development Fund (LRED) initiatives with government programmes, as well as sustains economic development and growth through partnerships with key stakeholders. To this end, the District participates in IDP and LED Strategy Reviews initiated by local municipalities, as well as forums such as the District Support Team that support LED initiatives within the various municipal areas.

The mandate includes the facilitation of the implementation of micro-economic reform strategies through business development and support. Furthermore, this unit facilitates the registration of and access to finance by co-operatives and SMMEs. This is done through referral to the Eastern Cape Development Corporation (Imvaba Fund and Business Loans) and the Small Enterprise Development Agency (Business Plans, Product and Market Development).

66

The Unit also provides redress to valid consumer complaints on unfair business practices, as well as promotes consumer awareness in terms of the National Consumer Protection Act, 2011. This enables consumers to make educated decisions.

5.1.3 Environmental Affairs

The mandate includes the administering of legislation and regulations pertaining to the National Environmental Management Act (Act 107 of 1998), including legislation such as Environmental Impact Management (EIA regulations), Waste Management, Air Quality Management and Biodiversity Management. All permits / approvals issued in terms of the afore-mentioned legislation are subject to oversight by the Compliance and Enforcement Unit.

It also provides Environmental Empowerment Services, empowering local communities and various non-governmental stakeholders pertaining to issues of environmental concern.

TABLE 12: Department of Provincial Economic Development

1

LRED Grant Funding:

R3 000 000

11 Parkin Street, North End, Port Elizabeth

RV Footwear

2

LRED Grant Funding proposals under consideration (6):

Total of R15.8m requested by applicants

Dependent on project approval

Africa Auto Group (Automotive parts) - Coega IDZ

Clean-up Trading (Fresh produce market) - Uitenhage

 

Equipt Consulting (Angora rabbit products) - Greenbushes

La Mohair Pty Ltd (Mohair products) -

North End

Lebenyane Trading cc (Automotive parts) - Deal Party

Zozinette Pty Ltd (Weave products) - Walmer

3

Consumer Awareness

Operating Budget

Nelson Mandela Bay

67

5.1.4 South African Police Services

TABLE13: SAPS Cluster Offices in the NMB

Mount Road Cluster Office

Motherwell

Uitenhage

Cluster Office

Cluster Office

Mount Road

Motherwell

Uitenhage

Humewood

KwaZakhele

KwaNobuhle

Walmer

New Brighton

Kamesh

Kabega Park

Ikamvelihle

Despatch

Algoa Park

KwaDwesi

 

Gelvandale

Swartkops

Bethelsdorp

Kinkelbos

Source: SAPS (2018)

All land requirements for the new proposed police stations in the following areas are being addressed; Zwide, Kabega, KwaNobuhle (Uitenhage), New Brighton, KwaDwesi, Kinkelbos and Walmer.

TABLE 14: Department of Provincial Public Works

No

Details of Projects / Programme to be undertaken in 2018/19

Overall Budget Provision per project/ programme

Areas targeted for implementation

1.

Jubilee Park

R77 460 900,00

Uitenhage

2.

David Livingstone

R

71 460 900,00

Port Elizabeth

3.

Bhongweni

R

39 989 440,76

Port Elizabeth

4.

Mfesane

R

80 755 357,06

Port Elizabeth

5.

Bethelsdorp

R

80 025 172,80

Port Elizabeth

6.

Dora Phase 1

R

99 851 315,06

Port Elizabeth

7.

Dora phase 11

R

119052000,6

Port Elizabeth

68

Source: Department of Provincial Public works

5.1.5 Airport Company South Africa (ACSA)

Mandate and Key Strategic Objectives:

Cooperation between the NMBM and ACSA around development planning

and Airport master plan and precinct planning to ensure alignment.

Manage and align developments to ensure maximum economic and social

beneficiation for the region.

Leverage Airport as an economic engine and connectivity node Airlift

Project.

Positioning Port Elizabeth International Airport as an Airport City to

leverage for economic growth.

Master Plan

Additional land requirements

Proposed development on Erf 1948 This piece of land to be made

available to the Airport for future plans development

Precinct Plan development for the Airport, including transport solutions.

5.1.6 PRASA

Construction of 7,8 km new railway line, connecting with existing Transnet main line.

Three (3) new passenger stations will be designed but not constructed in current project.

Construction of the staging facilities in Motherwell for 6 train sets.

Achieved to date:

Consultant completed the detailed designs in July 2018.

69

Detailed designs were reviewed by all stakeholders, including the NMBM, and

designs were approved, subject to a few conditions.

Finalisation of Memorandum of Agreement between PRASA and the NMBM -

PRASA finalising internal comments for final discussion with the NMBM.

Land acquisition / donation processes to start once Environmental

Authorisation are obtained.

TABLE 15: PRASA Planned Projects until 2022

Motherwell Passenger Rail Corridor Project

FY2019/20

FY2020/21

FY 2021/22

R5 618 733

R168 106 292

R22 417 823

Source: PRASA (2018)

TABLE 16: Human Settlements Pipeline Projects

Pipeline Projects

Project Size

Status

Doornhoek (48)

40

PACOM Approved 08/0818

Dikiza Street (42)

8

PACOM Approved 08/0818

Ntswahlana Street

   

(42)

10

PACOM Approved 08/0818

Kabah Langa PH 6

54

PACOM Approved 08/0818

(48)

Kabah Langa PH 6

54

PACOM Approved 08/0818

(48)

Pola Park (50)

50

PACOM Approved –

08/0818

   

Item submitted to

Motherwell NU 12

(54)

350

Technical Evaluation Committee

Mandela

   

Rholihlahla (31)

4

PACOM Approved 08/0818

Uitenhage Erf 8228

111

PACOM Approved 08/0818

(42)

Motherwell High

117

PACOM Approved 08/0818

Density (54)

Uitenhage Blikkiesdorp (48)

731

Busy with beneficiary survey

Bethelsdorp North Area C (36)

6500

PACOM Approved 113 Units

Uitenhage Rosedale Ph 2 (49)

299

No application in place yet

Jagvlagte PH 1

353

No application in place yet

(53)

Despatch Florida Heights (41)

639

No application in place yet

Source: Department of Human Settlement (2018)

70

CHAPTER 6: BUDGET

6.1 Capital Programme

The expenditure of the Capital Programme is predominantly aimed at improving residents’ living conditions in the poor areas of the City. Funding has been allocated inter alia to service housing delivery areas, bucket eradication, the tarring of gravel roads, stormwater improvements, electrification, and public open spaces.

The remainder of the Capital Programme focuses on essential infrastructure for the future growth and development of the Municipality, including areas such as major road construction, water supply and wastewater treatment.

CAPITAL BUDGET BY PROJECT PROGRAMMES FOR 2019/20-2021/22

6.1.1 Human Settlements (1191)

   

2019/20

2020/21

2021/22

Draft Capital

Draft Capital

Draft Capital

Budget

Budget

Budget

 

Programme: Services for Housing Delivery (10074)

200,628,550

226,155,430

247,900,000

20110091

Khayamnandi Extension - Roadworks (Human Settlements)

5,350,000

15,000,000

800,000

20170070

Khayamnandi Extension - Stormwater (Human Settlements)

2,500,000

10,000,000

650,000

20170069

Khayamnandi Extention - Water (Human Settlements)

6,500,000

8,000,000

750,000

20170072

Khayamnandi Extention - Sewer (Human Settlements)

9,850,000

6,000,000

850,000

20190095

Khayamnandi Extension - Parks

300,000

-

-

20120030

Kwanobuhle Area 11 - Roadworks (Human Settlemnts)

20,403,050

24,000,000

5,000,000

20170079

Kwanobuhle Area 11 - Stormwater (Human Settlements)

8,657,090

3,600,000

2,500,000

20170081

Kwanobuhle Area 11 - Water (Human Settlements)

3,283,180

2,400,000

2,000,000

20170083

Kwanobuhle Area 11 - Sewer (Human Settlements)

9,113,320

3,600,000

3,500,000

20190096

Kwanobuhle Area 11- Parks

300,000

-

-

20120031

Ekuphumleni - Kwazakhele - Roadworks (Human Settlements)

16,988,790

599,440

-

20182298

Kwazakhele: Ekuphumleni Stormwater (Human Settlements)

4,102,510

155,130

-

20170191

Kwazakhele: Ekuphumleni Water (Human Settlements)

3,772,560

138,630

-

20170192

Kwazakhele: Ekuphumleni Sewer (Human Settlements)

4,881,910

194,100

-

20120033

Jagvlagte (Chatty 11-14) - Roadworks (Human Settlements)

14,317,520

16,000,000

45,000,000

20170091

Jagvlagte (Chatty 11-14) - Stormwater (Human Settlements)

8,007,600

7,000,000

35,000,000

20170093

Jagvlagte (Chatty 11-14) Water (Human Settlements)

3,219,640

8,000,000

15,000,000

20170096

Jagvlagte (Chatty 11-14) Sewer (Human Settlements)

5,053,130

12,000,000

25,000,000

20190097

Jagvlagte (Chatty 11-14) - Parks (Human Settlements)

300,000

-

-

20120043

Seaview Housing Job - Roadworks (Human Settlements)

-

3,675,000

875,000

20170097

Seaview Housing Job - Stormwater (Human Settlements)

-

2,100,000

4,900,000

20170099

Seaview Housing Job - Water Bulks (Human Settlements)

-

1,575,000

3,675,000

20170101

Seaview Housing Job - Sewer Bulks (Human Settlements)

-

3,150,000

7,350,000

71

20120047

Walmer Development - Roadworks (Human Settlements)

10,946,240

21,383,230

22,000,000

20170108

Walmer Development - Stormwater (Human Settlements)

4,703,440

3,783,780

16,000,000

20170109

Walmer Development - Water (Human Settlements)

3,333,340

1,923,770

8,000,000

20170110

Walmer Development - Sewer (Human Settlements)

7,709,540

1,685,570

12,000,000

20120055

Motherwell NU30 - Roadworks (Human Settlements)

1,683,670

12,000,000

1,000,000

20170115

Motherwell NU30 - Stormwater (Human Settlements )

100,000

9,000,000

850,000

20170116

Motherwell NU30 - Water (Human Settlements )

2,850,000

6,000,000

550,000

20170117

Motherwell NU30 - Sewer (Human Settlements )

4,350,000

8,000,000

650,000

20190173

Motherwell NU 30- Parks (Human Settlements)

300,000

-

-

20120059

Malabar Ext 6 Phase 2 - Roadworks (Human Settlements)

17,209,960

920,500

-

20170067

Malabar Ext 6 Phase 2 - Stormwater (Human Settlements)

3,264,020

68,200

-

20170068

Malabar Ext 6 Phase 2 - Water (Human Settlements)

3,264,020

93,760

-

20170071

Malabar Ext 6 Phase 2 - Sewer (Human Settlements)

3,264,020

109,320

-

20190099

Malabar Ext 6 Phase 2 - Parks (Human Settlements)

300,000

-

-

20130054

Bethelsdorp Ext 32, 34 & 36 - Roadworks (Human Settlements)

-

6,125,000

6,125,000

20170090

Bethelsdorp Ext 32, 34 & 36 - Stormwater (Human Settlements)

-

3,500,000

3,500,000

20170092

Bethelsdorp Ext 32, 34 & 36 - Water Bulks (Human Settlements)

-

2,625,000

2,625,000

20170094

Bethelsdorp Ext 32, 34 & 36 - Sewer Bulks (Human Settlements)

-

5,250,000

5,250,000

20110092

Missionvale Garden Lots - Roadworks (Human Settlements)

5,500,000

10,500,000

10,500,000

20190003

Missionvale Stormwater (Human Settlements)

1,500,000

4,500,000

4,500,000

20190004

Missionvale Water (Human Settlements)

450,000

500,000

500,000

20190005

Missionvale - Sewer (Human Settlements)

500,000

1,000,000

1,000,000

20190104

Connections and Water Meters

2,500,000

   
 

Programme: Investment Property (10036)

     
 

Total

200,628,550

226,155,430

247,900,000

6.1.2 Infrastructure & Engineering Unit - Rate and General (0384)

 
   

2019/20

2020/21

2021/22

Draft Capital

Draft Capital

Draft Capital

Budget

Budget

Budget

 

Programme: Resurfacing of Minor Roads (10002)

26,000,000

24,000,000

25,000,000

20190274

Resurfacing Tar roads (non-subsidy)

26,000,000

24,000,000

25,000,000

 

Programme: Resurfacing of Major Roads (10018)

6,000,000

5,000,000

5,000,000

19930002

Resurfacing of Subsidised Roads

6,000,000

5,000,000

5,000,000

 

Programme: Rehabilitation of Minor Tar Roads (10019)

15,000,000

10,000,000

8,500,000

20070137

Rehabilitation of roads

15,000,000

10,000,000

8,500,000

 

Programme: Rehabilitation of Minor Concrete Roads (10020)

1,000,000

1,000,000

1,000,000

19980218

Rehabilitate Concrete Roads - Northern Areas

1,000,000

1,000,000

1,000,000

 

Programme: Buildings, Depots Upgrading & Additions (10009)

5,000,000

2,880,000

2,500,000

20042767

Upgrading Depots and Offices

1,000,000

1,880,000

1,500,000

20140008

Rehabilitation of Workshop Buildings

1,000,000

1,000,000

1,000,000

20190181

Renovation of Municipal Building to Laboratory

3,000,000

-

-

 

Programme: Vehicles & Plant (10010)

14,000,000

11,000,000

11,000,000

20190286

Replacement Vehicles Fleet

10,000,000

10,000,000

10,000,000

20190288

Roads - New / Replacement Vehicles (Fleet)

4,000,000

1,000,000

1,000,000

 

Programme: Tarring of Gravel Roads (10023)

108,000,000

114,000,000

114,000,000

20030084

Peri-Urban: Rehabilitation of gravel roads

1,000,000

2,000,000

2,000,000

20050286

Tarring of Gravel Roads

107,000,000

112,000,000

112,000,000

 

Programme: Construction of Stormwater Infrastructure (10025)

1,000,000

5,000,000

5,000,000

20030379

Motherwell NU29 & 30 : Roads & S/w Bulk Infrastructure

1,000,000

5,000,000

5,000,000

72

 

Programme: Stormwater Improvements (10026)

42,050,000

34,750,000

29,250,000

19940233

Motherwelll Canal Wetlands

1,000,000

1,000,000

1,000,000

19980323

Lorraine Stormwater Control

-

-

-

20020149

Stormwater Improvements

2,000,000

2,000,000

2,000,000

20030017

Paapenkuils Canal Rehabilitation

250,000

500,000

500,000

20030475

New Brighton/Kwazakhele: Bulk Stormwater

2,000,000

2,500,000

2,000,000

20030609

Flood Risk and Improvements (All other rivers)

650,000

750,000

750,000

20060237

Zwide Bulk Stormwater

12,000,000

8,000,000

5,000,000

20060241

Blue Horizon Bay Bulk Stormwater

1,000,000

1,500,000

1,500,000

20060286

Groundwater Problem Elimination Northern Areas

1,000,000

1,000,000

1,000,000

20080078

Chatty: Stormwater Improvement

1,000,000

-

-

20080079

Wells Estate: Stormwater Improvements

500,000

-

-

20080080

Cannonville/ Colchester: Sstormwater Improvements

8,000,000

8,000,000

4,000,000

20080081

Greenbushes: Stormwater Improvemements

250,000

500,000

500,000

20090038

Stormwater Improvements: Ikamvelihle

2,000,000

2,000,000

2,000,000

20140009

Rehabilitation of Stormwater Ponds

3,000,000

3,000,000

3,000,000

20170127

Reconstruction of stormwater system - Uitenhage

2,500,000

3,000,000

2,000,000

20170130

Motherwell Canal Pedestrian crossings

500,000

-

-

20190287

Reconstruction of Open Canals - Metrowide

4,400,000

-

-

20190297

Stormwater Improvements - Stokwe Street (Ward 17)

-

500,000

2,000,000

20190300

Stormwater Improvements - Simnka Street (Ward 17)

-

500,000

2,000,000

 

Programme: Traffic and Signage Improvements (10031)

8,200,000

9,350,000

9,350,000

20070132

New Traffic Signals

2,000,000

2,000,000

2,000,000

19940195

TM24 Guidance Signs

200,000

350,000

350,000

19940376

Traffic Control Equipment (Subsidy)

2,000,000

2,000,000

2,000,000

20190285

Traffic Calming Measures - 2019

3,000,000

3,000,000

3,000,000

20060019

Public Transport Facilities

1,000,000

2,000,000

2,000,000

 

Programme: Construction of Major Roads (10027)

23,900,000

42,000,000

29,000,000

20140010

Construction of Bloemendal Arterial

1,000,000

5,000,000

5,000,000

20170126

John Tallant Link Road

20,000,000

20,000,000

5,000,000

20170128

Stanford Road Extension

2,900,000

17,000,000

19,000,000

 

Programme: Rehabilitation of Major Roads (10028)

4,100,000

6,000,000

5,000,000

19980319

Upgrade Main Road through Swartkops

2,000,000

4,000,000

3,000,000

19990144

Rehabilitation of William Moffett Expressway

2,000,000

2,000,000

2,000,000

20182556

Acquisition of Properties - Standford Road

100,000

-

-

 

Infrastructure & Engineering Unit - Rate and General (0384) Continued

 
   

2019/20

2020/21

2021/22

Draft Capital

Draft Capital

Draft Capital

Budget

Budget

Budget

 

Programme: Improvements to Minor Roads (10022)

12,941,000

8,500,000

7,000,000

19930030

Rehabilitation of Verges and Sidewalks -Northern Areas

1,500,000

1,500,000

1,500,000

20043187

Provision of Rudimentary Services - Roads and Stormwater

1,500,000

1,500,000

1,500,000

20162188

Wells Estate - Access Road- Jijana

5,000,000

5,000,000

2,000,000

20182522

Construction of Jack Road - Missionvale

4,941,000

-

-

20190294

Aluta Continua Access Road - Joe Slovo 41

-

500,000

2,000,000

 

Programme: Improvements to Major Roads (10029)

12,100,000

14,500,000

13,000,000

19980253

Minor Intersection Improvements

2,000,000

2,000,000

2,000,000

20170129

Road Upgrades to increase Capacity

10,000,000

12,000,000

9,000,000

20010023

Glen Hurd Drive Upgrading

100,000

-

-

20190295

Construction of Bantom Road

-

500,000

2,000,000

 

Programme: Management Systems (10024)

500,000

500,000

500,000

20130051

Computer Upgrade - I & E

500,000

500,000

500,000

 

Programme: Rehabilitation of Bridge Structures (10030)

7,000,000

9,500,000

7,000,000

20070246

Rehabilitation of Bridge Structures

5,000,000

7,500,000

5,000,000

20090079

Construction of Footbridges

1,000,000

1,000,000

1,000,000

73

20162191

Construction of Joe Slovo Bridge Ward 41

1,000,000

1,000,000

1,000,000

 

Programme: Non-Motorised Transport Facilities (10032)

10,300,000

10,300,000

10,300,000

20050042

Facilities for the Disabled

300,000

300,000

300,000

20060020

Provision of Sidewalks

10,000,000

10,000,000

10,000,000

 

Programme: Specialised Equipment (10081)

5,000,000

5,500,000

5,500,000

20190289

Laboratory equipment - Scientific Services

2,500,000

2,500,000

2,500,000

20190290

Replacement of Laboratory Equipment - Scientific Services

2,500,000

3,000,000

3,000,000

 

Programme: Furniture and Equipment (10073)

2,750,000

1,750,000

1,750,000

20190106

Small Plant & Equipment

2,750,000

1,750,000

1,750,000

 

Programme: IPTS Work Packages (10034)

177,227,420

170,818,380

186,949,120

20060229

IPTS - Work Package: Public Transport Facilities

27,400,000

16,800,000

99,000,000

20060232

IPTS - Work Package: Road Works

3,000,000

-

33,750,000

20060234

IPTS - Work Package: TDM and ITS

-

2,000,000

-

20070244

IPTS - Work Package: Bus Rapid Transit

75,000,000

105,000,000

-

20190048

IPTS - Upgrading of Njoli Street to a dual Carriageway-North

1,020,250

-

-

20190049

IPTS -Upgrading of Njoli Street to a dual Carriageway South

1,020,250

-

-

20190050

IPTS - Upgrading of Njoli /Daku Road Intersect East Phase2

836,520

-

-

20190051

IPTS - Upgradingof Njoli/Daku Road Intersect - West - Phase2

836,520

-

-

20190052

IPTS - Construction of a Holding Public Depot - Uitenhage

10,000,000

-

-

20190053

IPTS - Standford Rd / N2 Bridge Widening and Construc Pedest

16,500,000

1,500,000

-

 

IPTS - Construction of Cleary Park Operational Area Depot Phase 3

     

20190054

& Terminal

15,000,000

20,000,000

15,000,000

20190069

IPTS -OMS APTMS Lite

3,320,870

3,020,870

-

20190075

IPTS - Interim Ticket System

500,000

-

-

20190175

Automated Fare Collection (AFC) System

1,293,010

22,497,510

39,199,120

 

IPTS - Construction of Uitenhage/KwaNobuhle Public Transport

     

20190177

Depot and Terminal

21,500,000

-

-

 

Total

482,068,420

486,348,380

476,599,120

6.1.3

Sanitation - Metro (1411)

 
   

2019/20

2020/21

2021/22

Draft Capital

Draft Capital

Draft Capital

Budget

Budget

Budget

 

Programme: Buildings, Depots Upgrading & Additions (10009)

1,000,000

1,000,000

1,000,000

20190251

Sanitation Services : Office Accomodation

1,000,000

1,000,000

1,000,000

 

Programme: Bucket Eradication (10043)

10,000,000

10,000,000

10,000,000

 

Bucket Eradication Programme: Supply and Install Communal

     

20182423

Ablution Facilities

10,000,000

10,000,000

10,000,000

 

Programme: Reticulation Sewers - Rehabiliation & Refurbishment (10044)

2,500,000

18,000,000

16,000,000

19930112

Sewer Replacement and Relining

-

15,000,000

15,000,000

20190254

Sanitation: Rehabilitation of Sewer Pipes

2,500,000

3,000,000

1,000,000

 

Programme: Reticulation Sewers - New, Augmentation & Upgrade (10045)

33,500,000

15,500,000

15,500,000

20190252

Sanitation :Improvements to Sewerage Systems

30,000,000

15,000,000

15,000,000

20190258

Sanitation : Sampling Station Equipment

3,500,000

500,000

500,000

 

Programme: Bulk Sewers - Rehabiliation & Refurbishment

     

(10046)

19,000,000

12,000,000

500,000

20030034

Markman - Replace 600mm Sewer

1,000,000

-

-

20190256

Sanitation : Rehabilitation Of KwaZakhele Collector Sewer

18,000,000

12,000,000

500,000

 

Programme: Bulk Sewers - New, Augmentation & Upgrade

     

(10047)

139,400,000

116,500,000

58,000,000

19960525

Chatty Valley Collector Sewer Stage 1 (nodes 20 -24)

500,000

-

-

19980348

Paapenkuils Main Sewers Augmentation

-

5,000,000

500,000

20030030

Lorraine - Bulk Sewerage Augmentation

-

500,000

500,000

20050064

Sanitation Services: Augment Collector Sewer WalmerHeights

1,000,000

-

-

20060177

Driftsands Collector Sewer - Augmentation - Phase 1

1,000,000

-

-

20110054

Motherwell Main Sewer Upgrade

500,000

-

-

74

20110056

Swartkops Low Level Colector Sewer Upgrade

27,500,000

10,000,000

10,000,000

20110066

Bulk Sewers Joe Slovo, Mandelaville, Allenridge West UIT

10,000,000

10,000,000

2,000,000

20182411

Driftsands Collector Sewer - Augmentation - Phase 2

40,000,000

15,000,000

22,000,000

20182418

Augment Collector Sewer for Walmer Heights

28,300,000

3,500,000

500,000

20182425

Lorraine - Bulk Sewerage Augmentation - Additional Capacity

10,000,000

-

-

20182428

Swartkops Low Level Colector Sewer Upgrade - New Contract

-

50,000,000

-

20190250

Sanitation :Jagtvlakte Bulk Sewer

1,000,000

1,000,000

1,000,000

20190253

Sanitation Services: Seaview Bullk Sewerage

600,000

500,000

500,000

20190255

Sanitation : Sewer Protection for Collector Sewers

1,000,000

1,000,000

1,000,000

20190260

Sanitation :Motherwell North Bulk Sewerage

16,000,000

20,000,000

20,000,000

20190261

Sanitation : Motherwell Coega WWTW and Outfull Sewer

2,000,000

-

-

 

Programme: Sewerage Pump Stations - Rehabiliation & Refurbishment (10048)

10,000,000

10,000,000

10,000,000

20190257

Sanitation : Rehabilitation of Pump Stations

10,000,000

10,000,000

10,000,000

 

Programme: Sewerage Pump Stations - New, Augmentation & Upgrade (10049)

1,000,000

1,000,000

6,000,000

20182540

Fitzpatrick Pump-station - New

-

-

5,000,000

20190249

Sanitation : Upgrade of Rocklands WWTW

1,000,000

1,000,000

1,000,000

 

Programme: Waste Water Treatment Works - Rehabiliation & Refurbishment (10050)

16,500,000

52,500,000

52,500,000

20070153

Brickfields: Upgrade

500,000

500,000

500,000

20190246

Construction of Access Road - Sanitation

4,000,000

-

-

20190248

Sanitation : Kelvin Jones WWTW Upgrading

10,000,000

50,000,000

50,000,000

20190259

Sanitation:Purchase of Telemetery Equipment for Pump Station

2,000,000

2,000,000

2,000,000

 

Programme: Waste Water Treatment Works - New, Augmentation & Upgrade (10051)

69,150,000

79,000,000

75,000,000

20030405

Witteklip Bulk Sewerage

-

500,000

500,000

20050250

Sanitation Services: Driftsands WWTW Phase 3 extension

-

-

-

20070144

Kwanobuhle WWTW : Upgrading

19,000,000

1,000,000

-

20190278

Sanitation Services: Fishwater Flats WWTW Upgrade

5,000,000

30,000,000

30,000,000

20182410

Driftsands WWTW Phase 3 - Upgrade Existing Composting Plant

2,000,000

1,000,000

1,000,000

20190245

Sanitation : Upgrade of Cape Recife WWTW

28,000,000

36,000,000

33,000,000

20190247

Sanitation :Upgrading of Despatch Reclamation Works

1,500,000

500,000

500,000

 

Fishwater Flats WWTWMedium Voltage Network Phase 2

150,000

-

-

 

Fishwater Flats WWTW Upgrade

8,500,000

-

-

 

Fishwater Flats WWTW Upgrade

5,000,000

10,000,000

10,000,000

 

Programme: Vehicles (10009)

4,500,000

5,500,000

5,500,000

20190244

Purchase of Vehicles for Sanitaion Services : 2019-20

4,500,000

5,500,000

5,500,000

 

Total

306,550,000

321,000,000

250,000,000

6.1.4

Metro Water Service (1412)

 
   

2019/20

2020/21

2021/22

Draft Capital

Draft Capital

Draft Capital

Budget

Budget

Budget

 

Programme: Vehicles and Plant (10010)

4,500,000

3,500,000

10,000,000

20070160

Water Services: Purchase New Vehicles

4,500,000

3,500,000

10,000,000

 

Programme: Dams - Drought Relief Projects

13,000,000

13,000,000

13,000,000

20190159

Water Services: Nooitgedagt Low Level Scheme: Phase 3

13,000,000

13,000,000

13,000,000

 

Programme: Dams - Rehabilitation & Refurbishment (10061)

-

2,000,000

2,000,000

20080094

Water Services: Rehabilitation of Dams

-

2,000,000

2,000,000

 

Programme: Water Treatment Works - New, Augmentation & Upgrade (10063)

62,000,000

44,250,000

95,600,000

20000037

Loerie Treatment Works: Rehabilitation

-

-

-

20042889

Linton: Additional Treatment Facility

1,000,000

1,000,000

4,000,000

20060082

Upgrading Springs Water Treatment Works

-

250,000

100,000

20182415

1412: Loerie Water Treatment Works: Rehab - Upgrading

58,500,000

37,000,000

6,000,000

20190238

Upgrading of Churchill Water Treatment Works

2,000,000

5,000,000

85,000,000

75

20190242

Upgrading Groendal Treatment Works

500,000

1,000,000

500,000

 

Programme: Water Treatment Works - Rehabilitation & Refurbishment (10064)

500,000

500,000

500,000

19960156

Elandsjagt - Upgrade to Restore Capacity

500,000

500,000

500,000

 

Programme: Water Pump Stations - Rehabilitation & Refurbishment (10065)

19,000,000

1,000,000

1,000,000

20050106

Seaview Pump Station: Upgrade

19,000,000

1,000,000

1,000,000

 

Programme: Supply Pipe Lines - New, Augmentation & Upgrade

     

(10067)

5,000,000

12,500,000

12,500,000

20030511

Seaview Bulk Water

-

7,000,000

5,000,000

20030512

St Albans Bulk Water

-

-

1,000,000

20060081

Water Services: Coega Reclaimed Effluent Scheme

-

-

1,000,000

20162356

Advanced Meter Infrastructure - Water

4,500,000

4,500,000

4,500,000

20190243

Jagtvlakte: Bulk Water Supply Pipeline

500,000

1,000,000

1,000,000

 

Programme: Supply Pipe Lines - Rehabilitation & Refurbishment

     

(10068)

83,000,000

93,000,000

83,000,000

20030630

Upgrade and Rehabilitation of Water Pipelines

80,000,000

90,000,000

80,000,000

20042883

Older Dams Pipelines Augmentation

3,000,000

3,000,000

3,000,000

 

Programme: Reservoirs - Rehabilitation & Refurbishment

     

(10069)

10,000,000

12,000,000

11,000,000

20190291

Rehabilitation of Reservoirs

8,000,000

10,000,000

8,000,000

19990184

Reservoir Fencing

-

2,000,000

3,000,000

20190133

Fencing of Voortrekker Reservoir

1,000,000

-

-

20190134

Fencing of Gelvandale Reservoir

500,000

-

-

20190135

Fencing of Struandale Reservoir

500,000

-

-

 

Programme: Reservoirs - New, Augmentation & Upgrade (10070)

500,000

1,000,000

6,000,000

20030295

Construction of Amanzi Resevoir and Pipeline

-

1,000,000

5,000,000

20030601

Construction of a 1,0 Ml reclaimed effluent reservoir: Uitenhage

500,000

-

-

20100034

Balmoral Reservoir and Bulk Pipeline

-

-

1,000,000

 

Programme: Buildings, Depots Upgrading & Additions (10009)

1,000,000

2,000,000

6,500,000

20070152

Access Roads: Upgrade

-

2,000,000

4,000,000

20190240

Office Accommodation: Water

1,000,000

-

2,500,000

 

Programme: Management Systems (10024)

65,500,000

64,800,000

18,000,000

20070161

Groundwater: Drought Intervention

10,000,000

-

-

20182414

Groundwater: Drought Intervention: Drilling of Boreholes

25,000,000

3,000,000

3,000,000

20190236

Construction of Coegakop Water Treatment Works (NON-MDRG)

28,500,000

59,800,000

10,000,000

20190241

Water Services : Purchase of Telemetry Equipment

2,000,000

2,000,000

5,000,000

 

Programme: Distribution Pipe Lines - New, Augmentation & Upgrade (10071)

2,000,000

2,000,000

3,000,000

20060083

Rudimentary Service: Water

-

-

1,000,000

20190237

Bulk Water Metering and Control

2,000,000

2,000,000

2,000,000

 

Programme: Distribution Pipe Lines - Rehabilitation & Refurbishment (10072)

51,500,000

62,000,000

17,000,000

19930320

Wateer Services: Improvements to System - General

-

5,000,000

5,000,000

20000052

Purchase of Water Meters - Metro

45,000,000

45,000,000

-

20080087

Rehabilitation of Pipe Bridges

-

2,000,000

1,000,000

20190235

Water Services: Rehabilitation of Pump Stations

2,500,000

6,000,000

6,000,000

20190239

Installation of Zone Water meters

4,000,000

4,000,000

5,000,000

 

Total

317,500,000

313,550,000

279,100,000

6.1.5

Electricity & Energy (1477)

 
   

2019/20

2020/21

2021/22

Draft Capital

Draft Capital

Draft Capital

Budget

Budget

Budget

 

Programme: Customer Requirements (10003)

29,369,700

13,942,700

3,000,000

19930259

Private Township Development

4,000,000

-

-

19930255

Miscellaneous Mains and Substations

5,000,000

-

-

19940149

Meters and Current Transformers

3,000,000

3,000,000

3,000,000

20182550

Smart Pre-payment Meters

10,942,700

10,942,700

-

76

20182549

Upgrade of Commercial Meters - Remote Metring

5,427,000

-

-

19930233

Non Electrification Areas - Service Connections

1,000,000

-

-

 

Programme: Network Reinforcements (10005)

34,150,000

37,650,000

43,400,000

20042993

HV Network Reinforcement - Overhead Cabling

2,000,000

2,000,000

2,000,000

20100122

HV Network Reinforcement - New Substations

5,000,000

8,750,000

10,000,000

19990104

Reinforcement of Electricity Network - Coega

5,000,000

-

-

20042992

Reinforcement of Electricity Network - Western

2,000,000

2,000,000

2,000,000

20030472

Reinforcement of Electricity Network - Hunters Retreat

1,500,000

2,000,000

3,000,000

20030470

Reinforcement of Electricity Network- Despatch

500,000

500,000

500,000

20030074

Reinforcement of Electricity Network- Mount Road

500,000

1,000,000

4,500,000

20010119

Reinforcement of Electricity Network - Uitenhage

3,000,000

3,000,000

3,000,000

20010118

Reinforcement of Electricity Network - Ibhayi

1,600,000

1,600,000

1,600,000

20000175

Reinforcement of Electricity Network- Swartkops

2,200,000

2,200,000

2,200,000

20000172

Reinforcement of Electricity Network- Korsten

500,000

500,000

500,000

19970063

Reinforcement of Electricity Network- Bethelsdorp 11kV

1,100,000

1,100,000

1,100,000

19960193

Reinforcement of Electricity Network Wells Estate

1,500,000

1,500,000

2,000,000

19970061

Reinforcement of Electricity Network - Newton Park

1,000,000

1,000,000

1,000,000

20030471

Reinforcement of Electricity Network- Walmer Lorraine

3,000,000

4,500,000

4,500,000

19960190

Reinforcement of Electricity Network- Redhouse

500,000

500,000

500,000

19960195

Reinforcement of Electricity Network - Summerstrand

1,500,000

2,000,000

2,500,000

19980402

Reinforcement of Electricity Network - Malabar/ Helenvale

1,000,000

1,000,000

1,000,000

20100120

HV Network Reinforcement - Underground Cabling

-

1,500,000

-

19930254

Low Voltage Reticulation Improvement

750,000

1,000,000

1,500,000

 

Programme: Radio Communication Systems (10006)

150,000

-

-

19930232

Radio & Test Equipment

150,000

-

-

 

Programme: Technical Control Systems (10007)

4,500,000

5,500,000

4,750,000

20070209

Substation Fibre Optic Backbone

2,000,000

2,000,000

1,750,000

19940414

Supervisory Control Systems Upgrade

1,500,000

2,500,000

2,000,000

20170045

Distribution Substation Building Refurbishment Program

1,000,000

1,000,000

1,000,000

 

Programme: Data & Communication Systems (10008)

1,000,000

1,000,000

1,000,000

20190149

Customer Planning Link

1,000,000

1,000,000

1,000,000

 

Programme: Buildings, Depots Upgrading & Additions (10009)

500,000

500,000

500,000

20150030

North Depot Improvements

500,000

500,000

500,000

 

Programme: Vehicles and Plant (10010)

6,700,000

4,000,000

4,000,000

20170044

Test Van Equipment

1,700,000

-

-

20020093

New/Replacement of Plant and Motor Vehicle

5,000,000

4,000,000

4,000,000

 

Programme: Cables & Distribution Kiosks (10013)

2,500,000

3,000,000

3,000,000

19980174

Distribution Kiosk Replacement

2,500,000

3,000,000

3,000,000

 

Programme: Transformers & Switchgear (10014)

2,500,000

1,250,000

1,250,000

19970070

Relay Replacement

2,000,000

750,000

750,000

20050189

Replace Switchgear in Mini susbs - KwaNobuhle

500,000

500,000

500,000

 

Programme: Line Refurbishment (10015)

63,000,000

19,500,000

22,500,000

20042988

Overhead Lines Refurbishement

5,000,000

6,000,000

7,000,000

20050187

HV Line Refurbishment (66 & 132kV)

10,000,000

9,000,000

10,000,000

20090039

Fairview Refurbishment

1,000,000

1,500,000

2,000,000

20182551

HV Transmission Line

45,000,000

-

-

20060217

Gas Turbine Refurbishment

2,000,000

3,000,000

3,500,000

 

Programme: Furniture and Equipment (10073)

1,200,000

-

-

19930234

Electricity Buildings improvements

1,200,000

-

-

 

Programme: Informal Housing Electrification (10012)

57,826,090

57,826,090

27,826,090

19930264

Informal Housing Electrification

27,826,090

27,826,090

27,826,090

20170022

Undeclared Informal Electrification

30,000,000

30,000,000

-

 

Programme: Street Lighting (10017)

20,000,000

20,000,000

27,849,000

19930283

Public Lighting

20,000,000

20,000,000

27,849,000

 

Total

223,395,790

164,168,790

139,075,090

77

6.1.6

Public Health (1193)

 
   

2019/20

2020/21

2021/22

Draft Capital

Draft Capital

Draft Capital

Budget

Budget

Budget

 

Programme: Rehabilitation and Upgrading of Halls and Buildings (10038)

2,700,000

2,700,000

2,800,000

20190305

Secure Municipal Parks Facilities

700,000

700,000

700,000

20190308

Upgrading of Municipal Office and Abulution Facilities

1,000,000

1,000,000

1,000,000

20190298

Occupational Health and Welness Center - Walmer

300,000

300,000

300,000

20190283

Upgrade of Uitenhage Dog Pound

700,000

700,000

800,000

 

Programme: Upgrade and Rehabilitation of Beaches (10052)

3,000,000

3,000,000

3,000,000

20190312

Upgrade and Development of Coastal Infrastructure

1,000,000

1,000,000

1,000,000

20190148

Beach Development - Summerstrand

600,000

600,000

600,000

20190150

Beach Development - Bird Rock

800,000

800,000

800,000

20190153

Beach Development - Wells Estate

600,000

600,000

600,000

 

Programme: Greening and Development of Gateways and Public Open Spaces (10053)

22,000,950

24,200,000

23,200,000

20010362

Upgrade and Development of Public Open Spaces

-

15,000,000

15,000,000

20150039

Upgrade of Public Toilets

2,000,000

2,000,000

2,000,000

20190172

Upgrade Major Parks - Willow Dam

2,000,000

-

 

20190176

Upgrade and Devevelopment of POS - Nkatha Park

1,400,000

-

-

20190182

Upgrade and Development of Public open space - Sandile

1,800,950

-

-

20190185

Upgrade and Devevelopment of POS - Kougaberg

1,400,000

-

-

20190187

Upgrade and Devevelopment of POS - Mavavana

1,600,000

-

-

20190188

Upgrade and Development of Public open space - Dwarhana

1,400,000

-

-

20190189

Upgrade and Devevelopment of POS - Tshauka

1,500,000

-

-

20190190

Upgrade and Development of Public open space - Mvetshana

1,800,000

-

-

20190191

Upgrade and Development of Public open space - Lixolilizwe

1,400,000

-

-

20190192

Upgrade and Devevelopment of POS - Dzeya

1,500,000

-

-

20190195

Welness Centre - Uitenhage Depot

200,000

200,000

200,000

20190196

Upgrade - Undeveloped Public Open Spaces

1,000,000

1,000,000

1,000,000

20190198

Ablution Facility - Peter Gibbs Nursary

1,000,000

1,000,000

1,000,000

20190199

Upgrade of Major Parks - Mqolomba

-

-

2,000,000

20190200

Upgrade of Major Parks - Varsvlei

-

3,000,000

-

20190282

Playground Equipment - Ward 31

360,000

-

-

20190293

Playground Equipment - Ward 34

380,000

-

-

20190296

Playground Equipment - Ward 36

380,000

-

-

20190301

Playground Equipment - Ward 55

380,000

-

-

20190302

Upgrade Nursery Greenhouse

500,000

500,000

500,000

20190318

Playground Equipment - Various Wards

-

1,500,000

1,500,000

 

Programme: Cemetery Development and Upgrading (10054)

12,000,000

12,000,000

12,000,000

20190156

Upgrade and Development of Forest Hill Cemetery

250,000

250,000

250,000

20190162

Upgrade and Development of Bloemendal Cemetery

500,000

500,000

500,000

20190168

Upgrade and Development of Matanzima Cemetery

500,000

500,000

500,000

20190170

Upgrade and Development of Gerald Smith Cemetery

250,000

250,000

250,000

20190171

Upgrade and Development of Motherwell Cemetery

500,000

500,000

500,000

20190272

Fencing of Paapenkuil Cemetery

8,000,000

-

-

20190273

Fencing of Gqebera Cemetery

-

8,000,000

-

20190275

Fencing of Bucwa Cemetery

-

-

4,000,000

20190279

Water drainage and roads at Cemeteries

2,000,000

2,000,000

2,000,000

20190319

Fencing of Govan Mbeki Cemetery

-

-

4,000,000

 

Programme: Furniture and Equipment (10073)

1,000,000

1,000,000

1,000,000

20190311

Computer and Office Equipment

1,000,000

1,000,000

1,000,000

78

 

Programme: Specialised Vehicles (1011)

5,000,000

5,000,000

5,000,000

20190307

Specialised Vehicles - Public health

5,000,000

5,000,000

5,000,000

 

Programme: Refuse, Tip Sites, Recycle Stations and Equipment

     

(10055)

15,500,000

15,500,000

15,500,000

20162440

Solid Waste Diversion and Beneficiation Project

2,000,000

2,000,000

2,000,000

20170131

Air Pollution Monitoring Equipment

300,000

300,000

300,000

20190193

Urban Refuse Transfer station - Gillespie

3,000,000

3,000,000

3,000,000

20190313

Waste/ Parks Containers

2,200,000

2,200,000

2,200,000

20190314

Development of Waste Disposal Facilities

4,500,000

4,500,000

4,500,000

20190316

Replacement of Refuse Compactors

3,500,000

3,500,000

3,500,000

 

Total

61,200,950

63,400,000

62,500,000

6.1.7

Safety & Security (1195)

 
   

2019/20

2020/21

2021/22

Draft Capital

Draft Capital

Draft Capital

Budget

Budget

Budget

 

Programme: Rehabilitation and Upgrading of Halls and Buildings (10038)

8,040,000

9,860,000

4,000,000

20080065

Additional Satelite Offices

1,000,000

-

-

20100060

Fire station Motherwell- Refurbishment

2,000,000

-

-

20162192

Security Offices- Sidwell Fire Station

2,000,000

-

1,000,000

20162193

Security wall/fencing - Fire Training Centre

-

1,000,000

-

20170137

Security Offices - Contract Unit

1,800,000

-

1,000,000

20170139

Stores/Archiving at Contract Unit

240,000

-

-

20170153

Traffic - Upgrade of Uitenhage Pound

500,000

   

20182520

Refurbishing of Fire stations

-

1,000,000

-

20182523

Armoury Building alteration

-

800,000

-

20182524

Security:Strat Intervention unit: Upgrade of Ablution Facilities

-

60,000

-

20182526

Metro Police: New Offices & Metro Police Stations

-

5,000,000

-

20190130

Replacement of engine bay doors at South End Fire Station

500,000

-

-

20190231

South End Fire Station

-

2,000,000

2,000,000

 

Programme: Upgrading of Computer Systems and Software Enhancement (10037)

500,000

-

-

20170162

Traffic Training Centre - Learner Information Management System

500,000

-

-

 

Programme: Specialised Vehicles (1011)

2,231,800

4,000,000

15,000,000

20182514

Metro Police - Specialised Vehicle - Water Cannon

 

3,000,000

 
 

PURCHASE OF HYDRAULIC PLATFORM FOR FIRE &

     

20190141

EMERGENCY SERVICES

-

-

15,000,000

20190232

Replacement of Off Road Appliances

-

1,000,000

-

20190233

Replacement of Fire Appliances for Sidwell Fire Station

2,000,000

-

-

20190271

Replacement of Fleet B0418 for Metro Police

231,800

   
 

Programme: Vehicles and Plant (10010)

3,350,000

2,500,000

2,000,000

20140015

Vehicles for Safety and Security (Security Only)

-

-

1,000,000

20170141

Vehicles for Safety & Security (Disaster only)

550,000

1,000,000

-

20170142

Vehicles for Safety & Security (Metro Police only)

2,500,000

1,500,000

-

20182515

Metro Police: Trooper Carrier

-

-

-

20182518

Traffic: Motherwell Thusong- Vehicles

300,000

-

-

20190136

Vehicles for Safety & Security (Traffic only) - Additional

-

-

1,000,000

 

Programme: Safety and Security Equipment (10057)

13,034,000

8,130,000

13,500,000

20150047

Purchase of Plant and Equipment (Fire & Emergency Services)

3,500,000

500,000

-

20170146

Law Enforcement Equipment for Metro Police - Drager Machines

1,500,000

-

-

20170147

Replacement of Motor cycle test equipment

60,000

-

-

20170150

Traffic Training College - New Firearms

500,000

-

-

20170152

Traffic Training College - Road Safety : Seat belt convincer

500,000

-

-

20170154

Replacement Rescue Pump -Fire

2,500,000

2,000,000

-

20170163

Traffic - In Car Camera for Law Enforcement

500,000

-

-

20182516

Security: Aiconditioner for Mobile Surveillance Vehicle

-

30,000

-

79

 

Security: installation of Camera System for Mobile Surveillance

     

20182517

Vehicle

-

1,500,000

-

20182534

Security: Hand-held GIS data collection device

174,000

-

-

20182535

Metro Police: Firearms and Accessories

-

1,000,000

-

20190137

Procurement of Safes for Metro Police

-

-

500,000

20190138

Procuremnt of Communication Devices for Metro Police

-

-

1,500,000

20190142

Replacement of Generators at Greenbushes and Uitenhage

-

-

1,000,000

20190228

Replacement of Radios

-

1,000,000

10,000,000

20190229

CCTV Mobile Vehicle- Enhancements

-

100,000

500,000

20190230

CCTV Equipment & Infrastructure

3,800,000

2,000,000

-

 

Programme: Furniture and Equipment (10073)

2,243,800

5,480,000

4,500,000

20170144

Furniture and Offcie Equipment- Metro Police

2,000,000

-

-

20182525

Security:Strat Intervention unit: installation of Industrial Extractor Fan

-

80,000

-

20182531

Upgrading of Uitenhage fail over for data centre - Equipment

-

1,500,000

-

20182532

Furniture and Office Equipment - Disaster Management

-

500,000

450,000

 

Disaster Management: Upgrade of Equipment for supply of Solar

     

20182533

energy

-

700,000

-

20190121

Purchase of Computer Equipment - Safety's ED

-

100,000

100,000

20190122

Purchase of Computer Equipment - Traffic

-

180,000

300,000

20190123

Purchase of Computer Equipment - Fire & Emergency

-

180,000

300,000

20190124

Purchase of Computer Equipment - Disaster Management

-

180,000

300,000

20190125

Purchase of Computer Equipment - Secuirty Services

200,000

180,000

300,000

20190126

Purchase of Computer Equipment - Metro Police

-

180,000

750,000

20190140

Furniture and Office Equipment - Security Services

-

-

1,000,000

20190144

Law Enforcement Equipment for Traffic Services- Drager Machines

 

700,000

 

20190152

Law Enforcement Equipment for Metro Services

-

-

1,000,000

20190227

Security Upgrade at the Markman Training Centre

-

1,000,000

-

 

Purchase of Computer Equipment - Safety and Security, Traffic and

     

20190122

Licencing

43,800

-

-

 

Total

29,399,600

29,970,000

39,000,000

6.1.8

Corporate Services (1197)

 
   

2019/20

2020/21

2021/22

Draft Capital

Draft Capital

Draft Capital

Budget

Budget

Budget

 

Programme: Upgrading of Computer Systems and Software Enhancement (10037)

23,035,000

11,500,000

16,500,000

20170145

Disaster Recovery Center - Information Security

18,500,000

6,500,000

10,500,000

20182437

Purchase of Servers and other IT related Infrastructure

3,535,000

3,000,000

4,000,000

20182560

EMS - Enhancements

1,000,000

2,000,000

2,000,000

 

Programme: Rehabilitation and Upgrading of Halls and Buildings (10038)

11,550,000

19,200,000

23,800,000

20030221

Office accommodation (Ward Councillors)

800,000

2,000,000

1,000,000

20043125

Upgrade of Community Halls

300,000

1,500,000

500,000

20050222

Office Renovation

1,400,000

2,000,000

3,000,000

20120078

Upgrade of Municipal Depots

2,000,000

2,000,000

2,500,000

20170140

Office accommodation (Ward Councillors) - Matthew Goniwe

1,000,000

1,000,000

-

20170149

Upgrading of Nangoza Jebe Community Hall

-

-

1,000,000

20182438

Ward Councillor Furniture

300,000

300,000

300,000

20182439

Office furniture- Corp Admin

300,000

.

500,000

20182553

Construction of Guard House at Motherwell Traffic Centre

-

1,000,000

1,000,000

20182557

Feather Market Centre-upgrade

-

5,000,000

6,000,000

20190262

Algoa House - Upgrade of Offices

1,000,000

1,000,000

-

20190263

Lilian Diedericks Building - Upgrading & Rehabilitation

1,000,000

2,000,000

6,000,000

20190264

Airconditioning of Municipal Buildings

1,000,000

1,000,000

1,000,000

20190267

Fencing of Colchester Community Hall

500,000

-

-

20190268

Erection of Ward 34 Councillor Office

1,200,000

-

-

20190269

Upgrade of Ward 51 Councillor Office

350,000

-

-

80

20190299

Woolboard Conference Centre - Rehabilitation & Upgrade

400,000

400,000

1,000,000

 

Total

34,585,000

30,700,000

40,300,000

6.1.9

Budget & Treasury (1198)

 
   

2019/20

2020/21

2021/22

Draft Capital

Draft Capital

Draft Capital

Budget

Budget

Budget

 

Programme: Management Systems (10024)

3,000,000

-

-

20140011

System Enhancements - Various

3,000,000

-

-

 

Programme: Vehicles & Plant (10010)

-

-

1,000,000

20190146

Acquisition of Vehicles - Meter Reading

-

-

1,000,000

 

Programme: Rehabilitation and Upgrading of Halls and Buildings (10038)

28,838,500

6,500,000

3,000,000

20050219

Upgrade and Furnishing Customer Care Centres

5,000,000

6,500,000

3,000,000

20182605

Construction of new offices at Supply Chain Management

19,838,500

-

-

20182612

B&T Office Renovations - ETB

2,000,000

-

-

20190322

Security Upgrades - City Hall

2,000,000

-

-

 

Programme: Furniture and Equipment (10073)

750,000

750,000

900,000

20120079

Replacement Handheld Devices - Meter Reading

400,000

400,000

500,000

20120080

Replacement of Vending POS Equipment

350,000

350,000

400,000

 

Total

32,588,500

7,250,000

4,900,000

6.1.10

Chief Operating Officer (1656)

 
   

2019/20

2020/21

2021/22

Draft Capital

Draft Capital

Draft Capital

Budget

Budget

Budget

 

Programme: Integrated City Development

11,040,870

16,096,530

17,851,310

20162353

Integrated City Development Programmes

11,040,870

16,096,530

17,851,310

 

Total

11,040,870

16,096,530

17,851,310

6.1.11

Special Projects and Programmes (1666)

 
   

2019/20

2020/21

2021/22

Draft Capital

Draft Capital

Draft Capital

Budget

Budget

Budget

 

Programme: Rehabilitation and Upgrading of Halls and Buildings (10038)

-

-

-

20090018

Motherwell Traffic and Licensing Centre

     
 

Programme: Upgrade/New Libraries

-

-

-

20090015

Upgrading Helenvale Resource Centre - Multipurpose Centre

-

-

-

 

Total

-

-

-

6.1.12

Motherwell Urban Renewal Programme (1474)

 
   

2019/20

2020/21

2021/22

Draft Capital

Draft Capital

Draft Capital

Budget

Budget

Budget

 

Programme: Buildings, Depots Upgrading & Additions (10009)

-

-

-

20090018

Motherwell Traffic and Licencing Centre

-

-

-

   

-

-

-

6.1.13

Economic Development, Tourism & Agriculture (1196)

 
   

2019/20

2020/21

2021/22

Draft Capital

Draft Capital

Draft Capital

Budget

Budget

Budget

 

Programme: Buildings, Depots Upgrading & Additions (10009)

29,086,960

26,086,960

30,434,790

81

19990168

Njoli Square Redevelopment

26,086,960

26,086,960

30,434,790

20182456

Informal Trading Infrastructure

3,000,000

-

-

   

29,086,960

26,086,960

30,434,790

6.1.14

Recreational & Cultural Services (1194)

 
   

2019/20

2020/21

2021/22

Draft Capital

Draft Capital

Draft Capital

Budget

Budget

Budget

 

Programme: Rehabilitation and Upgrading of Halls and Buildings (10038)

21,500,000

26,000,000

18,000,000

20100104

Mendi Arts and Cultural Center

3,500,000

6,000,000

-

20182617

Construction of Multi-Purpose Centre - Ward 17

6,000,000

5,000,000

5,000,000

20182618

Construction of Multi-Purpose Centre - Ward 34

5,000,000

5,000,000

5,000,000

20182619

Construction of Multi-Purpose Centre - Ward 42

5,000,000

5,000,000

5,000,000

20190320

Construction of Multi-Purpose Centre - Ward 21

2,000,000

5,000,000

-

20190321

Construction of Multi-Purpose Centre - Ward 55

-

-

3,000,000

 

Programme: Upgrade/New Libraries

13,450,000

7,000,000

5,000,000

20060113

Upgrade and Restoration of Libraries - Main Library

8,500,000

5,000,000

-

20190155

Restoration and refurbushment of KwaNobuhle Library

-

2,000,000

5,000,000

20190157

Upgrade and restoration of libraries - Motherwell

1,650,000

-

-

20190158

Upgrade and restoration of libraries - Zwide

1,650,000

-

-

20190160

Upgrade and restoration of libraries - Chatty

1,650,000

-

-

 

Programme: Upgrading and Development of Sport and Recreation Facilities (10058)

6,100,000

12,000,000

22,000,000

19980285

Walmer Changerooms

3,000,000

5,000,000

2,000,000

20010221

Springs Resorts - Upgrade Infrastructure

500,000

4,000,000

2,000,000

20190147

Construction of Ablution block at Sardinia Bay Beach

1,000,000

2,000,000

4,000,000

20190151

Wells Estate - Upgrade Infrastructre

1,000,000

1,000,000

2,000,000

20190154

Happy Valley - Upgrade Infrastructure

600,000

-

-

20190167

Rehabilitation of Red Location Precinct Buildings

-

-

12,000,000

 

Programme: Upgrade and Development of Swimming Pools

     

(10059)

3,100,000

3,700,000

2,200,000

20000160

Rehabilitate and Upgrade High Street Pool

800,000

1,000,000

2,200,000

20190161

Upgrade and Rehabilitate Rosedale Pool Infrastructure

800,000

1,200,000

-

20190164

Upgrade and Rehabilitate Kwazaknele Pool

1,500,000

1,500,000

-

 

Total

44,150,000

48,700,000

47,200,000

6.1.15

NMBM Multi-purpose Stadium (1695)

 
   

2019/20

2020/21

2021/22

Draft Capital

Draft Capital

Draft Capital

Budget

Budget

Budget

 

Programme: Improvements to Minor Roads (10022)

5,000,000

5,000,000

5,000,000

20182558

NMBM Multi-Purpose Stadium - Upgrades

5,000,000

5,000,000

5,000,000

 

Total

5,000,000

5,000,000

5,000,000

 

Total

1,777,194,640

1,738,426,090

1,639,860,310

82

6.2

Financial Sustainability and Viability

6.2.1

Introduction

The Municipality must ensure that it becomes financially sustainable in order to deliver on its objectives in terms of the IDP. The Budget and Treasury Directorate operates within the parameters determined by the Municipal Financial Management Act (MFMA) (56 of 2003), together with the applicable Regulations, and it is the responsibility of this Directorate to ensure compliance across the institution.

The Municipality has stabilised its finances and significantly improved its cash holdings. The Budget and Treasury team continues to strive to improve the financial position of the institution by focusing on core principles, that is, the collection of all outstanding debt from those that can afford to pay for their municipal services.

The aim is to optimise operational efficiency within the institution in order to maximise service delivery spending and to reform Supply Chain processes within the institution to ensure that said processes do not only become far more transparent, but also far less cumbersome. Measures will also be put in place to ensure that Council receives value for money through all its tenders.

6.2.2 Delivery Approach

In terms of the Municipal Systems Act of 2000, Financial Sustainability is defined as follows:

“in relation to the provision of a municipal service, means the provision of a municipal service in a manner aimed at ensuring that the financing of that service from internal and external resource, including budgeted income, grants and subsidies for that service, is sufficient to cover the costs of:

83

The initial capital expenditure required for the service:

Operating the service; and

Maintaining, repairing and replacing the physical assets used in the provision of the service”.

The Municipality experienced a serious cash-flow crisis during the 2010/11 financial year. The recovery at the time was guided by a comprehensive Financial Recovery Plan, aimed at placing the institution in a sound and sustainable financial position, thereby ensuring its ability to meet its obligations.

Proper, adequate and regular financial management oversight is crucial to ensure ongoing financial sustainability. This can be achieved through the effective implementation of financial policies and procedures, not only within the Directorate but also throughout the institution.

In addition, the Budget and Treasury Directorate must:

address the weaknesses identified in the SWOT analysis;

give attention to the opportunities that have been documented;

build on the strengths of the Directorate; and

develop strategies to mitigate the risks identified, where possible.

In dealing with the above, priority and emphasis must be given to the following:

Increased debt collection and credit control measures;

revenue optimisation;

operational efficiency and cost containment measures;

proper procurement planning by all directorates; and

ensuring value for money during the procurement process;

proper tariff modelling;

ensuring a cost coverage ratio of three months; and

84

the development of a Long-term Financial Plan.

The NMBM is in the process of developing a policy governing the Long-Term Financial Plan of the Municipality. This will serve as a guiding document for the institution.

6.2.3 Long-Term Financial Sustainability Plan (LTFSP)

Long-term financial planning forms a key element of the Integrated Development Plan (IDP), which enables local government to set priorities, aligned to achieving the strategic objectives of Council. The Long-Term Financial Sustainability Plan (LTFSP) must be constructed over a minimum period of 10 years and will be instrumental in indicating the financial sustainability of the Nelson Mandela’s Bay Municipality over the short, medium and long term.

The LTFSP is under-pinned by a number of financial strategies, assumptions and performance indicators, which will enable Council to make informed decisions to ensure financial sustainability, while at the same time meeting the increasing service delivery demands of local communities with the limited available resources.

Council has a legislative requirement to comply with the principles of sound financial management, as detailed in the Municipal Finance Management Act No. 56 of 2003 (MFMA). National Treasury has played a pivotal role in the introduction of financial management reforms across government since 1994, and local government since 1996. National Treasury’s primary objective was to secure the sound and sustainable management of the financial affairs of government (national, provincial and local) and to lead such reforms through policies, guidelines, regulatory interventions, circulars, training etc., as well as provide hands-on support to municipalities.

The MFMA further aims to modernise budget, accounting and financial management practices by placing local government finances on a sustainable footing in order to maximise the capacity of municipalities to deliver services across communities. It

85

also aims to put in place a sound financial framework by clarifying and separating the

roles and responsibilities of the Council, Mayor and officials.

The NMBM is committed to working with National Treasury on a pilot project, to

develop a long-term financial planning model as a basis for its Long-Term Financial

Strategy / Plan. Extensive work has been done on the model, which is currently

being amended to comply with the SCOA accounting reforms.

A key component of sound financial management is the preparation of longer-term

financial strategies, plans and budgets. When preparing an LTFSP, a municipality

must take the following into consideration:

Capital and Operating Budgets

Master plans and Backlog reports Asset Management

Consumption levels / units

Losses and unaccounted for units

Revenue streams

Financial or other risks that may impact on financial sustainability

Staffing levels

A policy governing the Long-term Financial Management Plan was developed and is

undergoing Council processes.

The key objectives of the LTFSP are:

To ensure the financial sustainability of the NMBM;

To ensure that the Municipality meets its current and future service delivery

obligations and financial requirements;,

To ensure that the Municipality retains sufficient financial capacity to be able

to manage and absorb future financial risks without external assistance or

having to significantly adjust revenue or expenditure;

To ensure that the Municipality maintains a strong cash position, whilst

simultaneously developing its capacity to expand and meet the increasing

needs of local communities.

86

6.2.4 Financial Plan

Section 26 (h) of the Local Government: Municipal Systems Act, as amended, stipulates that a financial plan must be prepared as part of the Municipality’s Integrated Development Plan.

Over recent years, financial sustainability in local government has become increasingly difficult to maintain, as the demand for services expands beyond the available revenue streams. Municipalities need to be proactive in minimising costs and maximising operational efficiencies in order to meet these demands. In July 2010, the NMBM experienced serious cash and sustainability challenges because of the absence of robust long-term financial planning.

The Five-year Financial Plan includes an Operating Budget and Capital Budget, both informed by IDP priorities. It takes into account the Key Performance Areas reflected in the IDP. All programmes contained in the Budget from the IDP. The review of the Municipality’s IDP therefore has a ripple effect on the Budget.

In addition, the IDP informs the municipal fiscal environment influenced by a variety of macro-economic measures. National Treasury determines the ceiling of year-on- year increases in the total Operating Budget, whilst the National Energy Regulator of SA (NERSA) regulates electricity tariff increases. Various government departments also affect municipal service delivery through the level of grants and subsidies.

Budget assumptions

The multi-year Budget is under-pinned by the following assumptions:

87

Financial targets for the period 2018/19 to 2023/24

 

2018/19

2019/20

2020/21

2021/22

2022/2023

2023/20

(Baseline)

24

Income

%

%

%

%

%

%

Fines, Penalties and Forfeits

20.0

7.0

7.5

7.8

7.9

7.9

Interest, Dividend and Rent on Land

8.95

6.5

6.8

7.0

7.2

7.5

Licences or Permits

6.00

7.0

7.5

7.8

7.9

7.2

Operational revenue

8.5

7.0

7.5

7.8

7.9

7.9

Property Rates

5.0

7.77

9.52

9.56

7.25

7.25

Rental from Fixed Assets

8.95

7.0

7.5

7.8

7.9

7.9

Sales of Goods and Rendering of Services

6.0

7.0

7.5

7.8

7.9

7.9

Water tariff increase

8.5

7.5

9.5

9.8

9.9

9.9

Waste Water Management tariff increase

8.5

7.5

9.5

9.8

9.9

9.9

Waste Management tariff increase

7.5

7.5

9.5

9.5

9.5

9.6

Electricity tariff increase

5.84

13.07

13.07

13.07

13.07

13.07

Revenue collection rates

95.00

94.0

94.5

94.5

94.5

95

Expenditure

           

Bulk purchase of power costs (subject to determination by NERSA)

7.30

15.67

15.67

15.67

15.67

15.67

Bulk purchase of water costs

6.0

8.5

9.0

7.5

7.5

7.5

Contracted Services

6.0

5.0

5.0

5.0

5.0

5.0

Employee Related Costs (subject to Three Year Agreement re Salary Negotiation currently in

9.0

9.5

9.7

9.8

9.8

9.9

88

 

2018/19

2019/20

2020/21

2021/22

2022/2023

2023/20

(Baseline)

24

progress))

           

Inventory Consumed

6.0

4.5

5.5

4.5

4.5

4.5

Operating Leases

7.0

7.0

7.0

7.0

7.0

7.0

Operational Costs

6.0

4.5

5.5

4.5

4.5

4.5

Remuneration of Councillors

5.0

5.5

6.0

6.1

6.2

6.3

Transfers and Subsidies

6.0

5.5

5.5

4.5

4.5

4.5

Depreciation and Amortisation

6.0

6.5

6.5

6.5

6.5

6.5

Repairs and Maintenance (consists of Contracted Services, Inventory Consumed and Other Expenditure relating to the maintenance of capital assets)

6.0

8.0

8.0

8.0

8.0

8.0

Statement of Financial Performance for the period 2019/20 to 2023/24

Description

2018/19

2019/20 Medium Term Revenue & Expenditure Framework

Adjustme

Budget

Budget

Budget

Budget

Budget

nts

Year

Year

Year

Year

Year

R thousand

Budget

2019/20

2020/21

2021/22

2022/23

2023/24

Revenue By Source

           

Property rates

2,177,931

2,353,508

2,488,735

2 689,000

2,883,953

3,093,039

Service charges - electricity revenue

3,964,692

4,379,448

4,862,289

5,399,755

6,103,883

6,899,829

Service charges - water revenue

749,547

815,772

893,270

980,811

1,077,911

1,184,625

Service charges - sanitation revenue

459,930

554,361

607,025

666,514

732,499

805,016

Service charges - refuse revenue

295,609

246,024

267,251

292,620

320,419

351,179

Rental of facilities and

37,208

36,797

39,231

41,695

44,989

48,543

89

equipment

           

Interest earned - external investments

105,901

113,116

118,942

128,335

140,000

152,000

Interest earned - outstanding debtors

221,488

291,720

317,087

345,902

360,000

390,000

Fines, penalties and forfeits

288,772

253,517

252,629

252,489

252,489

252,489

Licences and permits

28,034

21,354

22,955

24,745

26,700

28,622

Agency services

2,892

3,095

3,327

3,586

3,866

4,167

Transfers and subsidies

1 819,368

2,033,471

2,134,615

2,318,293

2,422,795

2,543,935

Other revenue

176 984

166,175

176,050

187,319

202,117

218,084

Gains on disposal of PPE

473

500

510

520

520

520

Total Revenue (excluding capital transfers and contributions)

10,361,36

11,268,85

12,183,91

13,331,58

   

7

8

5

4

14,572,141

15,972,048

Expenditure By Type

           

Employee related costs

3,289,820

3,660,092

4,002,310

4,492,532

4,932,800

5,421,147

Remuneration of councillors

75,486

80,439

85,338

91,379

97,044

103,158

Debt impairment

541,750

608,943

600,147

634,960

617,555

629,187

Depreciation & asset impairment

738,535

614,541

651,397

690,462

735,342

783,139

Finance charges

142,392

173,361

200,796

222,901

213,900

203,000

Bulk purchases

3,204,776

3 555,290

3,889,193

4,251,865

4,902,954

5,654,931

Other materials

205,737

217,245

230,700

244,033

255,014

266,490

90

Contracted services

1

413,980

1

242,489

1

302,564

1

384,982

1,454,231

1,526,943

Transfers and subsidies

83,451

77,062

74,204

70,430

72,554

75,819

Other expenditure

739,805

642,683

673,404

704,643

736,352

769,488

 

10,435,73

10 872,14

11 710,05

12,788,18

   

Total Expenditure

3

6

4

8

14,017,746

15,433,302

Surplus/(Deficit)

(74,366)

396,712

473,862

543,396

554,395

538,746

Transfers and subsidies - capital (monetary allocations) (National / Provincial and District)

     

1

 

1

   

1

272,939

983,161

020,533

081,910

1,105,718

1,138,890

Transfers and subsidies - capital (monetary allocations) (National / Provincial Departmental Agencies, Households, Non-profit Institutions, Private Enterprises, Public Corporations, Higher Educational Institutions)

148,754

102,534

71,998

 

73,834

80,000

83,000

Surplus/(Deficit) after capital transfers & contributions

 

1 017

         

316

1 482,407

1 566,393

1 699,141

1,740,113

1,760,636

Taxation

           

Surplus/(Deficit) after taxation

1

017 316

1 482,407

1 566,393

1 699,141

1,740,113

1,760,636

6.2.6 Statutory requirements specific to Capital Budget

The vehicle through which the needs of the Municipality are identified and its

priorities set is the Integrated Development Plan. The Capital Budget is allocated to

cover the higher priority projects in the IDP.

91

The Municipal Finance Management Act (Act No. 56, 2003) states that:

“19.1

A Municipality may spend money on a capital project only if-: -

the money for the project, excluding the cost of feasibility studies conducted by or on behalf of the Municipality, has been appropriated in the capital budget;

the project, including the total cost, has been approved by the council;

the sources of funding have been considered, are available and have not been committed for other purposes.

19.2 Before approving a capital project in terms of Section 19 (1) (b), the council of

a municipality must consider-

the project cost covering all financial years until the project is operational; and

the future operational costs and revenue on the project, including municipal tax and tariff implications.”

Furthermore, the Financial Standing Orders state that:

“1.5 Every Manager shall, in respect of the activities of the Business Unit, in consultation with the Business Unit Manager: Budget and Treasury, prepare: -

a draft Capital Budget in respect of the ensuing financial year and a draft Capital

Programme for the following two financial years, based on the following principles:

92

Year Two of the current Capital Programme shall become the new Capital Budget and Year Three of the current Capital Programme shall become Year Two in the new Capital Programme and New projects shall enter the Programme in Year Three.”

93

a) 2019/20 to 2023/24 Capital Budget by Directorate

Description

2019/20 Medium Term Revenue & Expenditure Framework

 

R thousand

Budget Year 2019/20

Budget Year

Budget Year

Budget Year

Budget Year

2020/21

2021/22

2022/23

2023/24

Capital expenditure - Vote

         

Multi-year expenditure to be appropriated

         

Vote 1 - Budget and Treasury

27,839

6,500

3,000

4,047

4,096

Vote 2 - Public Health

26,300

38,400

42,500

54,315

54,620

Vote 3 - Human Settlements

200,629

226,155

247,900

200,629

206,647

Vote 4 - Economic Development,

         

Tourism and Agriculture

81,520

64,185

69,528

71,759

74,935

Vote 5 - Corporate Services

29,950

27,400

35,500

41,509

41,912

Vote 6 - Rate and General Engineers

457,468

464,348

454,599

461,099

475,397

Vote 7 - Water Services

311,000

310,050

269,100

283,873

286,564

Vote 8 - Sanitation Services

302,050

315,500

244,500

254,400

256,800

Vote 9 - Electricity and Energy

215,346

160,169

135,075

132,547

133,638

Vote 10 - Executive and Council

11,041

16,097

17,851

18,387

18,565

Vote 11 - Safety and Security

22,950

10,500

14,000

21,670

21,560

94

Description

2019/20 Medium Term Revenue & Expenditure Framework

 

R thousand

Budget Year 2019/20

Budget Year

Budget Year

Budget Year

Budget Year

2020/21

2021/22

2022/23

2023/24

Vote 12 - Nelson Mandela Bay Stadium

5,000

5,000

5,000

10,000

10,000

Vote 13 - Strategic Programmes

         

Directorate

Vote 14 - Recreational and Cultural

         

Services

38,600

48,700

35,200

45,526

45,968

Capital multi-year expenditure sub-total

1,729,692

1,693,004

1,573,754

1,599,761

1,630,702

Single-year expenditure to be appropriated

         

Vote 1 - Budget and Treasury

4,750

3,500

5,500

1,000

1,000

Vote 2 - Public Health

34,901

25,000

20,000

8,000

8,300

Vote 3 - Human Settlements

0

Vote 4 - Economic Development,

         

Tourism and Agriculture

3,000

750

4,800

Vote 5 - Corporate Services

4,635

5,500

1,900

Vote 6 - Rate and General Engineers

24,600

22,000

22,000

15,500

15,500

Vote 7 - Water Services

6,500

0

4,000

3,600

3,700

95

Description

2019/20 Medium Term Revenue & Expenditure Framework

 

R thousand

Budget Year 2019/20

Budget Year

Budget Year

Budget Year

Budget Year

2020/21

2021/22

2022/23

2023/24

Vote 8 - Sanitation Services

4,500

4,000

10,000

3,100

3,200

Vote 9 - Electricity and Energy

8,050

0

0

10,700

11,000

Vote 10 - Executive and Council

Vote 11 - Safety and Security

6,450

3,300

25,000

18,500

19,000

Vote 12 - Nelson Mandela Bay Stadium

Vote 13 - Strategic Programmes

         

Directorate

0

Vote 14 - Recreational and Cultural

         

Services

5,550

19,470

12,000

Capital single-year expenditure sub-total

102,936

83,520

105,200

60,400

61,700

Total Capital Expenditure - Vote

1,832,628

1,776,524

1,678,954

1,660,161

1,692,402

Capital Expenditure - Functional

         

Governance and administration

132,537

108,368

151,649

101,455

104,593

Executive and Council

0

0

0

16,579

17,077

Finance and administration

132,537

108,368

151,649

84,876

87,516

96

Description

2019/20 Medium Term Revenue & Expenditure Framework

 

R thousand

Budget Year 2019/20

Budget Year

Budget Year

Budget Year

Budget Year

2020/21

2021/22

2022/23

2023/24

Internal audit

Community and public safety

107,751

121,100

113,000

296,417

298,205

Community and social services

56,250

60,900

53,700

13,390

13,792

Sport and recreation

36,501

42,700

36,200

45,526

45,968

Public safety

10,400

15,900

21,500

30,272

31,198

Housing

0

0

0

200,629

200,647

Health

4,600

1,600

1,600

6,600

6,600

Economic and environmental services

605,515

597,935

570,580

558,639

578,789

Planning and development

58,433

38,098

39,094

40,000

43,000

Road transport

546,082

558,837

530,486

517,619

534,789

Environmental protection

1,000

1,000

1,000

1,000

1,000

Trading services

986,825

949,121

843,725

703,670

710,816

Energy sources

215,696

158,669

133,575

143,247

144,638

Water management

341,173

337,306

292,700

287,473

290,264

Waste water management

414,757

437,946

402,250

257,500

260,000

Waste management

15,200

15,200

15,200

15,450

15,914

97

Description

2019/20 Medium Term Revenue & Expenditure Framework

 

R thousand

Budget Year 2019/20

Budget Year

Budget Year

Budget Year

Budget Year

2020/21

2021/22

2022/23

2023/24

Other

Total Capital Expenditure - Functional

1,832,628

1,76,524

1,678,954

1,660,161

1,692,402

Funded by:

         

National Government

983,161

1,020,533

1,081,910

1,105,718

1,138,890

Provincial Government

District Municipality

Other transfers and grants

105,669

76,907

78,756

80,000

83,000

Transfers recognised - capital

1,088,829

1,097,441

1,160,666

1,185,718

1,221,890

Public contributions & donations

0

0

0

0

0

Borrowing

286,370

235,943

80,000

0

0

Internally generated funds

457,429

443,141

438,288

474,443

470,512

Total Capital Funding

1,832,628

1,776,524

1,678,954

1,660,161

1,692,402

98

b) Funding of Capital Expenditure

The following table indicates the various funding sources from which capital expenditure is made:

Sources of

2019/20

%

2020/21

%

2021/22

%

2022/23

%

2023/24

%

funding

Government

983,161

53.65

1,020,533

57.45

1,081,910

64.44

1,105,718

66.60

1,138,890

67.29

Grants

Other grants

105,669

5.77

76,907

4.33

78,756

4.69

80,000

4.82

83,000

4.91

Borrowing

286,370

15.63

235,943

13.28

80,000

4.76

0

0.00

0

0.00

Internal Funds

457,429

24.96

443,141

24.94

438,288

26,10

474,443

28.58

470,512

27.80

Total Capital

1,832,628

100

1,776,524

100

1,678,954

100

1,660,161

100

1,692,402

100

Funding

99

c) Repairs and Maintenance

Considering the backlog in infrastructure maintenance, it is evident that this ratio should at least be at 10% level. At this stage, however, the NMBM’s cash position is unable to support a level in excess of 10%. Alternative strategies and / or funding mechanisms must be developed to address the eradication of infrastructure maintenance backlogs. It is important to note that, Repairs and Maintenance is not a category in the Statement of Financial Performance. In terms of the municipal Standard Chart of Accounts (mSCOA), Repairs and Maintenance is reported at the project level that effectively consolidates expenditure incurred in the Other Expenses, Other Materials, Employee Related Costs and Contracted Services categories relating to repairs and maintenance projects.

6.2.7 Budgeted Financial Position

The budgeted financial position of the Municipality, taking into account its capital and operating income and expenditure, is as follows:

100

Description

2019/20 Medium Term Revenue & Expenditure Framework

Long Term Revenue & Expenditure Framework

 

Budget Year

Budget Year

Budget Year

Budget Year

Budget Year

R thousand

2019/20

2020/21

2021/22

2022/23

2023/24

ASSETS

         

Current assets

Cash

200,200

200,200

200,200

201,000

201,000

Call investment deposits

2,316,793

2,417,531

2,511,935

2,611,842

2,538,648

Consumer debtors

2,293,087

2,664,466

3,046,704

3,351,374

3,686,511

Other debtors

423,859

437,122

448,857

424,818

437,563

Current portion of long-term receivables

0

0

0

0

0

Inventory

198,054

207,957

218,355

225,000

230,000

Total current assets

5,431,993

5,927,276

6,426,051

6,814,034

7,093,722

Non-current assets

Long-term receivables

81,482

85,556

89,833

94,325

99,041

Investments

0

0

Investment property

223,638

218,082

212,193

219,118

224,118

Investment in associated

101

Description

2019/20 Medium Term Revenue & Expenditure Framework

Long Term Revenue & Expenditure Framework

 

Budget Year

Budget Year

Budget Year

Budget Year

Budget Year

R thousand

2019/20

2020/21

2021/22

2022/23

2023/24

Property, plant and equipment

19,258,102

20,416,086

21,392,763

22,320,876

23,225,139

Agricultural

Biological

Intangible

420,165

392,864

410,568

400,349

400,349

Other non-current assets

Total non-current assets

19,983,387

21,112,588

22,105,358

23,034,668

23,948,647

TOTAL ASSETS

25,415,380

27,039,864

28,531,409

29,848,702

31,042,369

LIABILITIES

         

Current liabilities

Bank overdraft

0

0

Borrowing

99,143

111,313

124,281

135,395

147,390

Consumer deposits

166,137

171,137

176,137

181,137

186,137

Trade and other payables

2,707,820

2,829,757

2,983,825

3,101,186

3,271,751

Provisions

261,575

282,144

303,307

331,196

355,207

102

Description

2019/20 Medium Term Revenue & Expenditure Framework

Long Term Revenue & Expenditure Framework

 

Budget Year

Budget Year

Budget Year

Budget Year

Budget Year

R thousand

2019/20

2020/21

2021/22

2022/23

2023/24

Total current liabilities

3,234,674

3,394,351

3,587,549

3,748,914

3,960,485

Non-current liabilities

         

Borrowing

1,360,541

1,411,292

1,309,663

1,174,268

1,026,878

Provisions

2,931,739

3,173,960

3,420,413

3,685,837

3,971,858

Total non-current liabilities

4,292,279

4,585,252

4,730,075

4,860,105

4,998,736

TOTAL LIABILITIES

7,526,954

7,979,603

8,317,625

8,609,019

8,959,221

NET ASSETS

17,888,426

19,060,262

20,213,784

21,239,683

22,083,148

COMMUNITY WEALTH / EQUITY

         

Accumulated Surplus / (Deficit)

17,056,595

18,006,974

18,945,884

19,771,782

20,415,247

Reserves

831,831

1,053,287

1,267,901

1,467,901

1,667,901

Minority interests

TOTAL COMMUNITY WEALTH / EQUITY

17,888,426

19,060,262

20,213,784

21,239,683

22,083,148

103

6.2.8 Investment Income

Interest earned on investments will amount to approximately R106.59 million in 2018/19 and is therefore an important source of funding for the Municipality.

Section 2 refers to the Investment Policy, which ensures that the Municipality receives an optimum return on its investments, at minimal risk.

104

6.2.9 Cash Flow Statement

Description

2019/20 Medium Term Revenue & Expenditure Framework

Long Term Revenue & Expenditure Framework

Budget Year

Budget Year

Budget Year

Budget Year

Budget Year

R thousand

2019/20

2020/21

2021/22

2022/23

2023/24

CASH FLOW FROM OPERATING ACTIVITIES

         

Receipts

Property rates, penalties & collection charges

2,212,298

2,351,855

2,541,105

2,725,336

2,938,387

Service charges

5,635,930

6,265,206

6,936,028

7,781,803

8,778,617

Other revenue

270,107

286,278

303,979

324,187

345,960

Government - operating

1,990,061

2,081,750

2,265,538

2,422,795

2,364,050

Government - capital

1,140,095

1,149,887

1,216,154

1,105,718

1,138,890

Interest

113,116

118,942

128,335

140,000

152,000

Payments

Suppliers and employees

(9,408,449)

(10,143,876)

(11,117,071)

(12,316,706)

(13,679,294)

105

Description

2019/20 Medium Term Revenue & Expenditure Framework

Long Term Revenue & Expenditure Framework

Budget Year

Budget Year

Budget Year

Budget Year

Budget Year

R thousand

2019/20

2020/21

2021/22

2022/23

2023/24

Finance charges

(173,361)

(200,796)

(222,901)

(213,900)

(203,000)

Transfers and Grants

(77,666)

(73,969)

(70,267)

(73,338)

(75,460)

NET CASH FROM / (USED) OPERATING ACTIVITIES

1,702,131

1,835,276

1.980,900

1,895,895

1,760,150

CASH FLOWS FROM INVESTING ACTIVITIES

         

Receipts

Proceeds on disposal of property, plant and equipment

Decrease (Increase) in non-current debtors

Decrease (increase) other non-current receivables

(14,219)

(4,074)

(4,278)

(4,492)

(4,716)

Decrease (increase) in non-current investments

Payments

106

Description

2019/20 Medium Term Revenue & Expenditure Framework

Long Term Revenue & Expenditure Framework

Budget Year

Budget Year

Budget Year

Budget Year

Budget Year

R thousand

2019/20

2020/21

2021/22

2022/23

2023/24

Capital assets

(1,886,287)

(1,786,216)

(1,785,588)

(1,655,101)

(1,685,954)

NET CASH FROM / (USED) INVESTING ACTIVITIES

(1,862,541)

(1,699,749)

(1,759,218)

(1,659,593)

(1,690,670)

CASH FLOWS FROM FINANCING ACTIVITIES

         

Receipts

Short-term loans

Borrowing long term / refinancing

286,370

235,943

80,000

0

0

Increase in consumer deposits

16,916

5,000

5,000

5,000

5,000

Payments

Repayment of borrowing

(192,982)

(185,191)

(181,629)

(135,595)

(147,390)

107

Description

2019/20 Medium Term Revenue & Expenditure Framework

Long Term Revenue & Expenditure Framework

Budget Year

Budget Year

Budget Year

Budget Year

Budget Year

R thousand

2019/20

2020/21

2021/22

2022/23

2023/24

NET CASH FROM / (USED) FINANCING ACTIVITIES

110,304

55,752

(96,629)

(130,595)

(142,390)

NET INCREASE / (DECREASE) IN CASH HELD

(88,071)

100,738

94,404

100,707

(73,194)

Cash / Cash equivalents at the year begin:

2,605,064

2,516,993

2,617,731

2,712,135

2,812,842

Cash / Cash equivalents at the year-end:

2,516,993

2,617,731

2,712,135

2,812,842

2,739,648

108

6.2.10 Key Performance Indicators

The following financial indicators identify medium-term projections against past

performance.

These indicators and others will be monitored throughout the financial years covered

by the Budget.

Table 17: Key Performance Indicators

Financial

Basis of Calculation

         

Indicators

2019/20

2020/21

2021/22

2022/23

2023/24

Borrowing

           

Management

Borrowing to

Total Long-Term Borrowing / Total Assets

         

Asset Ratio

5.35%

5.22%

4.59%

3.93%

3.31%

Capital Charges to Operating Expenditure

Interest and Principal Paid / Operating Expenditure

3.37%

3.30%

3.16%

2.79%

2.27%

Safety of Capital

           

Debt to Equity

Loans, Accounts Payable & Tax Provision / Funds & Reserves

23.30%

22.83%

21.86%

20.77%

20.13%

Gearing

Funds & Reserves/Long-Term Borrowing

7.61%

7.40%

6.48%

5.53%

4.65%

Liquidity

           

Current Ratio

Current Assets / Current Liabilities

1.68

1.75

1.79

1.81

1.79

109

Revenue

           

Management

Outstanding

Total Outstanding Debtors /Annual Revenue

         

Debtors to

24.83%

26.16%

26.89%

26.56%

26.44%

Revenue

6.2.11 Credit Rating

A credit rating is an evaluation of the credit risk of a prospective debtor, predicting its

ability to pay back the debt, and an implicit forecast of the likelihood of the debtor

defaulting.

On 21 January 2019, Moody’s Investors Services confirmed the long-term global

scale ratings of ten (10) South African regional and local governments with stable

outlooks. In addition to the long-term global scale rating of Baa3 with stable outlook

assigned to the Nelson Mandela Bay Municipality, Moody’s Investors Services also

upgraded the national scale rating to Aaa.za from the previous rating of Aa1.za,

based on the persistently low debt levels and strong liquidity profile. This was done

also taking into cognisance the intention of the NMBM to borrow R750 million over

the next three (3) years.

6.2.12 Policies / By-Laws

The Directorate is reliant on the following policies and by-laws to assist it in

achieving the respective IDP priorities:

Financial Management Policy

Revenue Enhancement Master Plan

Assistance to the Poor Policy

Cash Management and Investment Policy

Tariffs Policy

Creditors Payment Policy

110

Asset Management and Disposal Policy (the Municipality has a Generally Recognized Accounting Practices (GRAP) compliant asset register)

Supply Chain Management Policy

Rates Policy

Long-term Funding Policy

Funding and Reserves Policy

Customer Care and Revenue Management By-laws

Unauthorised, Irregular, Fruitless and Wasteful (UIF+W) Expenditure Policy

Credit Control Policy

The Budget related policies are updated on an annual basis.

6.2.13 REVENUE MANAGEMENT

6.2.13.1 Free Basic Services (FBS) Indigent Support

The Municipality has an approved Indigent Policy in place, referred to as the Assistance to the Poor (ATTP) Policy, which is reviewed on an annual basis. This Policy does not provide for a committee system to consider and approve Indigent applications, as the qualifying criteria, as stipulated in the Policy, are contained in the on-line Indigent System through which applications are captured and assessed after a site visit has been completed. The Indigent Section has a dedicated team of 39 staff members who assist with the completion of application forms and attend to the on-site verification of households applying for subsidies.

The qualifying criterion for indigent support is that the combined household income may not exceed the equivalent of two welfare state pensions (R3 560 as from 1 April 2019); this excludes grants such as foster care grants, care development grants, and child support grants).

In terms of the NMBM ATTP Policy, indigent households receive the following support and benefits:

i) Full credit for monthly property rates

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ii) Full credit for monthly refuse

iii) Credit (to the maximum of 8 kl of water per month)

iv) Credit (to the maximum of 11 kl of sewerage per month)

v) Free monthly token of 75 kWh of electricity per month

In the event that the indigent households consume more than the limit provided for by the support, the debt is written off after three months. Section 2.1.1 of the ATTP Policy states that all miscellaneous once-off charges incurred by an ATTP beneficiary, with the exception of tampering charges, after initial registration, will be written off. Furthermore, Section 2.1.2 states that no further legal costs and call fees will be charged to ATTP accounts, with the exception of tampering charges.

The schedules below indicate the cost of FBS for the past two (2) financial years.

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NELSON MANDELA BAY MUNICIPALITY - 2017/2018

         

REFUSE

   

WATER

SEWERAGE

ELECTRICITY

REMOVAL

RATES

R/C

Total ATTP

Total Value

         

Month

Accounts

R

Total Value R

Total Value R

Total Value R

Total Value R

Total Value R

Jul-17

106,614

12,800,037

14,527,642

3,904,087

8,975,326

9,636,913

49,844,006

August

105,106

12,814,996

14,948,051

3,851,439

9,774,619

10,050,574

51,439,678

September

103,887

12,990,177

14,872,423

3,858,545

9,641,975

11,901,450

53,264,570

October

103,848

12,982,953

14,832,232

3,740,280

9,640,581

9,609,605

50,805,651

November

104,042

13,218,041

14,911,743

3,773,177

9,656,378

9,673,457

51,232,796

December

103,855

12,470,166

14,821,073

3,746,148

9,632,451

9,707,486

50,377,324

Jan-18

103,700

14,113,617

15,196,706

3,764,922

9,614,912

9,712,466

52,402,623

February

103,298

14,272,426

15,073,936

3,742,029

9,568,685

9,697,843

52,354,919

March

102,463

12,905,914

14,683,981

3,763,112

9,464,963

9,659,891

50,477,861

April

101,671

13,456,665

14,790,941

3,737,499

9,462,430

9,613,868

51,061,403

May

101,400

13,321,211

14,768,992

3,752,641

9,433,021

9,537,227

50,813,092

June

101,258

12,857,241

14,718,861

3,767,525

9,400,916

9,399,730

50,144,273

TOTAL

 

158,203,443

178,146,581

45,401,404

114,266,257

118,200,511

614,218,196

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NELSON MANDELA BAY MUNICIPALITY - 2016/2017

 

ATTP

WATER

SEWERAGE

ELECTRICITY

REFUSE

RATES

R/C

Month

Accounts

Total Value

Total Value

Total Value

Total Value

Total Value

Total Value

Jul-16

112,288

10,525,367

12,745,851

3,807,748

9,877,845

8,580,867

45,537,679

August

112,613

10,471,785

13,382,200

3,826,532

9,888,676

8,932,037

46,501,229

September

112,923

13,129,261

16,361,341

3,863,655

11,794,927

12,343,413

57,492,597

October

114,080

11,018,670

13,613,964

3,979,846

9,972,645

8,591,830

47,176,955

November

115,480

11,273,937

13,766,687

4,044,566

10,046,917

8,706,080

47,838,187

December

115,934

10,888,149

13,796,780

4,060,672

10,108,509

8,769,776

47,623,885

Jan-16

115,952

12,238,173

14,204,672

4,029,277

10,108,296

8,747,471

49,327,889

February

116,192

12,191,675

14,192,323

4,046,580

10,114,156

8,716,523

49,261,257

March

115,656

11,115,318

13,827,362

4,065,197

10,914,123

8,684,584

48,606,585

April

115,339

11,553,057

13,860,353

4,060,259

10,036,474

8,628,359

48,138,502

May

115,339

11,703,500

13,893,120

4,084,400

9,972,432

8,540,569

48,194,021

June

112,419

11,398,898

13,571,225

4,038,318

9,718,499

8,338,750

47,065,690

TOTAL

 

137,507,790

167,215,878

47,907,050

122,553,500

107,580,259

582,764,477

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6.2.14 Property Valuation Rolls

The rating of property is implemented impartially, fairly, equitable and without bias, and these principles also apply to the setting of criteria for exemptions, reductions and rebates, contemplated in Section 15 of the Municipal Property Rating Act.

The rating of property will be implemented in a way that:

is developmental oriented;

supports sustainable local government by providing a stable and buoyant revenue source within the discretionary control of the Municipality;

supports local and socio-economic development;

promotes simplicity, uniformity and certainty in the property rates assessment process;

gives due consideration to the need for a simple and practical process of billing and collection of property rates;

promotes sustainable land management, especially that which reduces risks from natural disasters; and

achieves national and local environmental management objectives.

The NMBM has an updated Valuation Roll, which has been implemented. One supplementary valuation is completed per financial year. Furthermore, a General Valuation (GV) was implemented with effect from 1 July 2017.

A relevant notice indicating that the Valuation Roll is open for public inspection is published in local papers and the Roll itself is published on the municipal website in terms of section 49 of the Municipal Property Rates Act, 2004. The next General Valuation will be implemented on 1 July 2021, based on property valuations as at 1 July 2020. The Valuation Roll is updated on a regular basis to achieve a sustainable rates base.

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6.2.15 Revenue Enhancement and Improvement of Debt Recovery

The escalating arrear consumer debt of the NMBM has resulted in the institution soliciting the services of an external party, a specialist in the field of debt collection and revenue enhancement, to curb its escalating arrears and identify new revenue streams. The service provider was appointed for a three-year period in December 2015, and the contract came to an end in December 2018.

A Revenue Enhancement Strategy was developed by the service provider and handed over to the Municipality for implementation. The Municipality adopted a phased approach in respect of the roll-out of the Strategy, in collaboration with relevant directorates within the institution. The results of the success or failure of the Strategy will present themselves in financial years to come.

The major work streams identified are the following:

Baseline diagnostics

Data cleansing and analysis

Command and control centre

Field verification

Debt management (focusing on debt older than 120 days), and

Income and cost optimisation

The project serves to strengthen and expand on the revenue base of the Municipality. The collection rate for the 2017/18 financial year is calculated at 93.1%. The accumulated collection rate for 2018/19 as at 31 March 2019 is calculated at 92.14% and the Municipality has budgeted for a collection rate of 95% in the 2018/19 financial year.

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6.2.16 EXPENDITURE MANAGEMENT

6.2.16.1 Conditional Grants

The NMBM manages its conditional grants in terms of DoRA requirements and submits all required statutory reports in terms of the relevant requirements. The NMBM does not have separate bank accounts for each conditional grant, but keeps control thereof by maintaining separate vote structures for each grant.

6.2.16.2 Remuneration

Councillor remuneration is determined annually in terms of the relevant Government Notice issued by the Minister of COGTA in terms of the Remuneration of Public Office-Bearers Act, 1998 (Act No 20 of 1998). The upper limits of total remuneration packages payable to municipal managers and managers directly accountable to municipal managers are determined and paid in accordance with the annual government notice issued by the Minister of COGTA in terms of Regulation 35 of the Local Government: Regulations on Appointment and Conditions of Employment of Senior Managers, as issued in terms of Government Notice No 21, as published under Government Gazette No 37245 of 17 January 2014.

The overall increase in human resources costs as relevant to all other municipal employees is determined in line with the relevant SALGBC agreement in this regard. As at 31 March 2019, employee costs constituted 29,12% of total operating revenue.

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6.2.17 Funding of Capital Expenditure

The table below reflects the historically reliance on government grants in order to fulfill the mandate of providing services to the community:

Sources

of

2015/16

%

2016/17

%

2017/18

%

funding

Government grants

760, 841

56, 28%

849, 241

59, 74%

1 114

353

67, 80%

Other grants

16, 671

1, 23%

5, 170

0, 36%

19

479

1, 19%

Public contributions

47, 757

3, 53%

107, 513

7, 56%

52

479

3, 19%

Internal funds

526, 641

38, 96%

459, 589

32, 33%

457

147

27, 82%

Total

Capital

1,351,900

100%

1,421, 512

100%

1 643

458

100%

funding

 

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6.2.18 Capital and Operating Spending Results

 

2015/16

 

2016/17

 

2017/18

 

R thousand

Budget

Actual

Audited

Budget

Actual

Audited

Budget

Actual

Audited

Operating Revenue

9

388 921

8

797 972

8

797 972

9

401 671

8 991 343

8

815 336

9

651 844

9

753 191

9

542 116

%

Operating Revenue

   

93.71%

     

95.64%

 

93.76%

 

101.05%

98, 86%

Operating Expenditure

9

321 591

8

765 724

8

765 724

9

823 533

9 292 077

8

864 815

9

676 868

8

862 049

8

830 004

%

Operating Expenditure

   

94.04%

     

94.59%

 

90.24%

   

91.58%

91, 25%

Net Surplus / (Deficit)

 

67 330

 

32 248

 

32 248

(421 861)

(300 734)`

 

(49 479)

 

(25 024)

 

891 142

712 112

Capital Expenditure

1

573 441

1

352 298

1

351 900

1

552 012

1

421 512

1

430 912

1

669 909

1

643 457

1

643 457

%

Capital Expenditure

   

85.95%

     

91.59%

 

92.20%

   

98.42%

98, 42%

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6.2.19 FINANCIAL REPORTING

The NMBM received a qualified audit report for the 2017/18 financial year. The qualification was based on various grounds, for instance, the lack of adequate systems in place to identify and disclose all irregular expenditure incurred during the year, as required by Section 125(2)(d) (i) of the MFMA. The Municipality also did not bill for and record all revenue owing to it for services rendered, as required by SA Standard of GRAP 9, Revenue from exchange transactions (related to service charge revenue from the Assistance To The Poor (ATTP) subsidy).

The Municipality also did not adequately assess whether there were any indications that its expectations of the useful lives of intangible assets had changed, as required by SA Standard of GRAP 31. The Municipality did not assess whether there were any indications that its expectations about the useful lives of PPE had changed, as required by SA Standard of GRAP 17. An audit action plan has since been developed to address the issues raised by the Auditor-General, as with all previous audit reports. These action plans are monitored by the NMBM Internal Audit Division.

In order to improve the audit outcomes of the 2018/19 financial year, an interim financial statements (2018/19 financial year) circular was submitted to all directorates in March 2019. The 2017/18 Annual Financial Statements were presented to the Auditor-General on 31 August 2018, and the consolidated annual financial statements were presented to the Auditor-General on 30 September 2018. The Municipality compiles and submits all the required legislated financial reports, which include, inter alia, those reports required in terms of Sections 71, 52 (d) 72 and 121 of the MFMA.

6.2.20 Finance costs

All financing costs in terms of external loan funding agreements are serviced in terms of the relevant approved funding agreements.

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6.2.21 Payments to service providers

All monies owing by the Municipality to service providers are paid in terms of Section 65 (2) (e) of the MFMA, unless there are delays resulting from various reasons on a case-by-case basis.

6.2.22 Funding of Capital Expenditure

The table below reflects the institution’s reliance on government grants in order to fulfill the mandate of providing services to the community:

TABLE 18: Funding of Capital Expenditure

Sources of funding

2019/20

%

2020/21

%

2021/22

%

Government Grants

983,161

53.94

1,020,533

57.82

1,081,910

64.66

Other grants

105,669

5.80

76,907

4.36

78,756

4.71

Borrowing

286,370

15.71

235,943

13.37

80,000

4.78

Internal Funds

447,515

24.55

431,716

24.46

432,531

25.85

Total Capital Funding

1,822,714

100

1,765,100

100

1,673,197

100

6.2.23

Capital and Operating Spending Results

 

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2014/15

   

2015/16

   

2016/17

R thousand

Budget

Actual

Audited

Budget

Actual

Audited

Budget

Actual

Audited

Operating Revenue

8

291 268

8

179 284

8

179 284

9

388 921

8

797 972

8

797 972

9

401 671

8

991 343

8 991 343

%

Operating Revenue

 

98.65%

   

93.71%

   

95.64%

 

Operating Expenditure

8

757 794

8

192 029

8

192 029

9

321 591

8

765 724

8

765 724

9

823 533

9

292 077

9 823 533

%

Operating Expenditure

 

93.54%

   

94.04%

   

94.59%

 

Net Surplus / (Deficit)

(448,525)

(12 745)

(12 745)

67 330

32 248

32 248

(421 861)

(300 734)

(421 861)

Capital Expenditure

1 560 118

1 436 107

1 436 107

1 573 441

1 352 298

1 351 900

1 552 012

1 421 512

1 351 900

% Capital Expenditure

 

92.05%

   

85.95%

   

91.59%

 

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CHAPTER 7:

SERVICE DELIVERY PLAN

This chapter deals with the implementation plan regarding the priorities raised at public meetings held with the residents of the Metro. Some of the decisions to prioritise projects or programmes are based on the prioritisation of the available budget and conditional funding received from other spheres of government.

Ward Councillors participated in bilateral meetings with Directorates and the Budget and Treasury Directorate to input on the areas that the budget under consideration must prioritise. This exercise went a long way in addressing issues of alignment between the priorities raised by local communities and budget allocation.

Furthermore, this Chapter also reflects the implementation of the political vision, realised and measured through a number of strategic outcomes, outputs and impact based key performance indicators.

Annexure A is a summary of what finally goes into municipal budgeting processes in the form of a Service Delivery and Budget Implementation Plan (SBDIP). Below are the municipal Directorates and their key mandates, as legislated:

7.1 Corporate Services

The Corporate Services Directorate is the primary custodian of all human resources policies and procedures within the institution. This Directorate is responsible for the implementation of an integrated ICT platform, which includes a Wi-Fi enabled environment, and for promoting and entrenching a performance-driven culture in the institution. Importantly, the Directorate provides communication initiatives and services to ensure that the public is well informed of municipal programmes, services and events.

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7.2

Infrastructure and Engineering

7.2.1

Water and Sanitation

The responsible delivery of water and sanitation services to residents of Nelson Mandela Bay is a key mandate of the institution, provided by way of managing the supply of water, treatment of water, bulk supply of water, distribution of water, wastewater collection and treatment of wastewater, which include the following:

the storage of water in 10 dams,

treatment of water at 8 water treatment works,

bulk supply of treated water via 650 km of large diameter pipelines to Metro boundaries into distribution reservoirs,

water distribution reticulation to all customers via 4 800 km water pipelines,

collection of wastewater via a 3 600 km pipework and pump stations,

treatment of sewage at 8 wastewater treatment plants for both domestic and industrial use,

monitoring trade effluent discharges; and

the relevant electrical and mechanical maintenance of plant / equipment.

The infrastructure described in general above is required to fulfill the key institutional mandate, namely to provide services to citizens and businesses located within the NMBM. In order to achieve this, the infrastructure must be maintained, rehabilitated and expanded, to keep up with the developmental needs of the NMBM. In doing so, appropriate technologies are constantly researched, as part of the upgrade / rehabilitation plans and integrated into water and sanitation delivery plans.

The provision of water and sanitation services, connectivity to services, the discharge of sewage into sewers, as well as water conservation measures, are governed by both national legislation (acts) and local legislation (By-laws). In support of these, the NMBM has approved a Waster Services Development Plan, a Water

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Master Plan and a Sanitation Master Plan that plan the provision of infrastructure to meet the future needs of the metropolitan area.

The documents are planned for review, with the first to be reviewed the Water Services Development Plan, which should serve at Council during the first quarter of the financial year. Over the next 24 months, drafting for the revision of the Water and Sanitation Master Plans will commence.

Within the mandate of delivering water and sanitation services, three main areas need special mention:

The ongoing Water / Drought Disaster:

Although rains were experienced in September to November 2018, which resulted in the average dam levels increasing from around 17% to 54%, a 25% water restriction by Department of Water and Sanitation remains in place. The water situation remains critical and water consumption, which is on average 265 Ml/d, must be reduced to 250 Ml/d and below. In order to reduce water usage and ensure that the current available water is stretched to the next rainy season, the following is being carried out:

o

Awareness of the need to reduce water usage.

o

Maximum use of the water from the Nooitgedagt Scheme.

o

Drilling of boreholes to supplement the available water.

o

Reducing water pressure to limit water losses and water use.

o

Desalination and / or water reuse installation.

Water Losses:

Reducing water losses remains key in the provision of an effective and efficient service. Losses contribute negatively to the drought situation and also affect the income of the NMBM. In this regard, the NMBM has developed a Business Plan that governs efforts to reduce water losses. In reducing losses, key interventions include:

o

Reticulation leaks repairs

o

ATTP leaks repairs

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o

Pressure management

o

Reservoir rehabilitation

o

Meter replacement

o

Pipe replacement

o

Zoning and night flow analysis

With these building blocks in place, funding of the above initiatives is critically required to reduce water losses.

Bucket Eradication:

The NMBM has reduced the number of buckets being serviced in the NMBM from 8 562 in November 2017 to 6 936 in December 2018. The Bucket Eradication Programme, as approved by Council on 1 December 2016, is being implemented. Operationally, there might be some carry-over projects, especially in communities that are located on private land. A challenge remains with a number of communities who prefer to stay on the bucket system until houses are provided.

7.3 Electricity and Energy

The Electricity and Energy Directorate’s mandate is to provide a safe, reliable, environmentally friendly, sustainable and cost effective electricity supply to the residents of the Nelson Mandela Bay Municipality.

Key guidelines and strategic focus:

Ensure universal access to safe and reliable electricity supply to all the residents of the Nelson Mandela Bay Municipality.

Provide support to social and economical activities through capable and reliable electricity infrastructure.

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Focus on becoming a conduit to stimulate business investment and job creation in the energy sector.

Provide public lighting to all the areas in the Metro in order to improve the overall safety of the city.

Implement renewable energy and alternative energy technologies in order to ensure future sustainability.

Support and implement Smart City programmes to enable universal digital connectivity between all devices and communities, smart metering, measuring, monitoring of all municipal infrastructure and the future of electric vehicles.

Implement new lighting technologies and improve the public lighting network through enhancing light output, whilst reducing operating and maintenance costs.

Lead by example in implementing demand side management and energy efficient measures in an attempt to prevent and lessen the impact of national loadshedding requirements.

7.4 Economic Development, Tourism and Agriculture

This Directorate ensures that Local Economic Development helps communities to realise a lively, resilient and sustainable local economy to improve the quality of life of the City’s residents. This will be achieved by growing and diversifying the local economy through the attraction of new investment, skills development and the facilitation of an enabling environment for small business growth and job creation.

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7.5 Safety and Security

In an effort to ensure the safety of all communities and visitors, this Directorate aims to deliver well-resourced capacitated policing and emergency services, as well as sound infrastructure. The fight against drug and substance abuse is one of the key priorities of this Directorate.

7.6 Human Settlements

Nelson Mandela Bay still suffers from Apartheid-era spatial planning and many communities are therefore separated and secluded from the larger City. The Municipal Spatial Development Framework is under review to deal with such irregularities in spatial planning. This Directorate has plans in place aimed at upgrading informal settlements by delivering quality human settlements that give dignity to the residents of the Metro. Plans are also being initiated to respond to the issue of backyard dwellers.

7.7 Roads and Transport

An improved IPTS plays a critical role in improving connectivity and ensuring that people from different communities within the NMB travel easily throughout the City. The development of a maintenance plan for road networks in partnership with relevant Provincial and National Departments is an area that will be enhanced through the Intergovernmental Fora platforms the NMBM has created.

7.8 Sport, Recreation, Arts and Culture

SRAC plays an important role in offering quality facilities and events for the residents of the Metro. There is a structured maintenance programme in place to make sure that public sport and cultural facilities are in a safe and healthy state, for the benefit of all the residents who use such facilities.

7.9 Public Health

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The Municipality is mandated to provide public health services to all its inhabitants and occupational health, safety and wellness services to its employees. Public health services cover functional areas such as environmental management, waste management, parks and cemeteries, environmental health, occupational health, safety and wellness.

The Municipality is faced with the following public health and occupational health and safety challenges:

(a)

Environmental impact challenges and the effects of climate change.

(b)

Illegal dumping.

(c)

Institutional Occupational Health and Safety Act legal compliance.

(d)

Proliferation of food safety risks, food fraud, counterfeit foodstuffs, including foodborne diseases.

7.9.1 Integrated Sustainability Plan (ISP)

The Municipality has an Integrated Sustainability Plan (ISP) in place, adopted by Council on 2 July 2012. The ISP outlines the vision, priorities and commitments of the Municipality with regard to the management of the environment of the area within its jurisdiction.

The Constitution compels the Municipality to take reasonable steps to prevent pollution and ecological degradation, promote conservation and secure the ecologically sustainable development and use of natural resources. The Municipal Systems Act (Act 32 of 2002) and the National Environmental Management Act (NEMA) (Act 107 of 1998), as well as other specific Environmental Management Acts such as the Integrated Coastal Management Act (Act 24 of 2008), also place environmental responsibilities on the Municipality.

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As an organ of state, the Municipality also has to ensure that all developments proposed by the Metro are done in an environmentally sensible and sustainable manner. This is to comply with the National Environmental Management Act (Act 107 of 1998) and the Environmental Impact Regulations of 2014 (Government Notice Regulation 982).

Environmental and Occupational Health and Safety legislative frameworks that impact significantly on the rolling out of services in the Municipality are:

(a)

The National Environmental Management: Protected Areas Amendment Act, 2009 (Act No. 15 of 2009), which provides for the assignment and protection of national parks and nature reserves within municipal jurisdictions, including ecologically viable areas.

(b)

The National Environmental Management: Biodiversity Act, 2004 (Act No. 10 of 2004), which has reformed South African legislation on biodiversity.

(c)

The National Environmental Management: Air Quality Amended Act (Act No.39 of 2004), which has reformed legislation regulating air quality in order to protect the environment by providing reasonable measures for the prevention of pollution and ecological degradation and for securing ecologically sustainable development.

(d)

The National Environmental Management: Integrated Coastal Management Amended Act, 2008 (Act No. 24 of 2008), which has established a system of integrated coastal and estuarine management in the Republic.

(e)

The National Environmental Management: Waste Amended Act, 2008 (Act No. 59 of 2008), which regulates waste management to protect health and the environment by providing reasonable measures for the prevention of pollution and provides for national norms and standards for regulating the management of waste by all spheres of government.

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(f)

The Water Services Act, 1997 (Act No. 108 of 1997) Section 156, gives municipalities the executive authority and responsibility to support and strengthen their capacity to manage their own affairs, to exercise their powers and perform their functions.

(g)

Occupational Health and Safety Act, 1993 (Act No. 85 of 1993) provides for the health and safety of persons at work.

(h)

Biodiversity: The NMBM is rich in biodiversity and ecological assets, which are rapidly being compromised due to unsustainable landuse practises, overgrazing, alien vegetation infestation, pollution and other environmental changes.

(i)

Coastal Management: The management of the City’s 102 kilometre Coastal Zone is undertaken under legislative mandates.

7.9.2

Waste Management

The objective of Waste Management Services is to provide quality sustainable waste management services to the residents of Nelson Mandela Bay, to ensure a clean and healthy environment by:

(a)

rendering refuse collection services to all residents in terms of the National Environmental Management: Waste Management Act 59 of 2008;

(b)

providing a sufficient number of waste disposal facilities with sufficient capacity;

(c)

drafting and implementing a second generation integrated waste management plan for the NMBM, focusing on minimising the disposal of waste by the recycling of material.

(d)

perusing the latest technology on waste beneficiation.

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7.9.2.1 Levels and standards in Waste Management services:

a) Domestic waste collection:

Provision of a weekly kerbside collection service to formal residential properties within the urban edge.

Provision of a weekly communal collection service to informal residential areas that do not have proper road infrastructure access for refuse collection vehicles to provide a kerbside waste collection service.

Refuse bags are issued to households.

b) Trade waste collection:

Contractual services to business.

Frequency is dependent on client.

c) Cleansing services:

Removal of illegal dumping on municipal owned land.

Removal of dead carcasses (dogs, cats) in residential areas.

Manual and mechanical road / street sweeping.

Beach cleaning services.

Cleaning of various ablution facilities.

d) Waste Drop-off sites & transfer stations:

Development of a long-term master plan for the implementation of formal and informal waste drop-off sites.

Operation and maintenance of 19 formal waste drop-off sites transfer / garden waste sites and 33 informal sites.

Mainly used for garden and bulky waste.

Proper signage to indicate the types of waste acceptable.

Target for low-income areas: One centre for every 3 000 households in a proximity of 500 m.

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e)

Waste disposal:

 

Operation and maintenance of two permitted general waste landfill sites,

fully compliant in terms of the permit conditions and applicable legislation (General Large B).

571 482 tons of waste is disposed per annum i.e.

 

o

Koedoeskloof = 234 412 tons.

o

Arlington = 337 070 tons.

7.9.3

Parks and Cemeteries

The Municipality is committed to create and maintain landscaped areas, undeveloped municipal land within the urban footprint and cemeteries in a sustainable, aesthetic, eco-friendly and safe environment to enhance the marketability of the city and improve the quality of life for all the residents of the Metro.

7.9.4 HIV/AIDS /TB/ STI MULTI-SECTORAL RESPONSE SUB-DIRECTORATE

(2019/2020)

The Municipality is committed to ensure that HIV/AIDS, Tuberculosis (TB) National / Provincial Strategic Plan (2017 - 2021) objectives are mainstreamed externally and internally by all stakeholders of the Nelson Mandela Bay involved in the fight against HIV/AIDS and TB pandemic. Nationally, HIV/AIDS and TB are viewed not only as health issues, but also as socio-economic developmental and human rights issues. Local government has to champion the fight against the epidemic, plan an integrated approach that will mitigate the impact of HIV/AIDS, TB and create an enabling environment for economic and social development.

A multi-sectoral approach is imperative for the institution to succeed in reducing HIV/AIDS and Tuberculosis. Mainstreaming is everybody’s business. Therefore, there can be no mainstreaming without public participation, consultation and engagement of all stakeholders in the NMBM. This gives them better insight in and an understanding of the epidemic itself and knowledge on how to respond to it.

133

National HIV/AIDS, TB Plan (2017 -2021) aims to achieve its targets by:

Intensifying the focus on geographical areas and populations mostly affected by the epidemic.

Using a combination of interventions that have proved to deliver high impact.

Strengthening systems and initiating processes to provide the foundation necessary for higher performance.

Protect human rights and fight unlawful discrimination and inequality.

The 8 Goals of National Strategic Plan 2017-2021 are as follows:

Goal 1. Accelerate prevention in order to reduce new HIV/TB infections. Goal 2. Reduce illness and death by providing treatment, care and adherence support for all. Goal 3. Reach all key and vulnerable populations with comprehensive, customised and targeted interventions Goal 4: Address social and structural drivers of HIV/TB infection and STIs. Goal 5: Ground response to HIV/TB STIs in human rights principles. Goal 6: Promote leadership at all levels and shared accountability for sustainable response to HIV, TB and STIs. Goal 7: Mobilise resources to support the achievement of NSP Goals and ensure a sustainable response. Goal 8: Strengthen strategic information to drive progress of achieving NSP goals.

7.10 Chief Operating Officer

The Office of the Chief Operating Officer is tasked to deal with governance issues in support of the Office of the City Manager. Issues such as Integrated Development Planning, Built Environment Performance Plan, Policy and Strategy, Intergovernmental Relations, Risk Management, Legal Services, Performance Management and Monitoring and Evaluation fall within the ambit of this Office. This Office is also responsible for the coordination and compilation of the Annual Report and for responding to Auditor-General related matters on behalf of the Office of the City Manager.

134

2019/20 REVISED IDP INDICATORS

STRATEGIC OBJECTIVE 1.1

Transform the institutional systems, processes and organisational structure to one of high performance in order to effectively deliver basic services

KPA

 

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

   

KPI 1 % achievement of the Mandela Bay Development Agency's Key Performance Indicators reflected in the Mandela Bay Development Agency Business Plan

 

52.94%

       

KPA 1: BASIC SERVICE DELIVERY

Mandela Bay Development Agency

achievement of the MBDA KPIs reflected in the

MBDA Performance Scorecard

N/A

80%

80%

80%

80%

(Validated for the period 01 July 2018 31 December 2019)

KPA 1: BASIC SERVICE DELIVERY

Improved access to sanitation

KPI 2

           

Percentage of households with access to basic water supply

98%

WS2.1

(2017/18)

98%

98%

98%

98%

135

KPA

 

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

Public Accountability and Customer Care

KPI 3 % of basic service delivery (water, sanitation, electricity, roads and stormwater) complaints/faults reported through the 080 020 5050 hotline and responded to within the required timeframes as per service delivery standards

 

75%

80%

85%

90%

N/A

New Indicator

reported

reported

reported

reported

   

KPA 1: BASIC SERVICE DELIVERY

Improved quality of water and sanitation services (revised from continuity of services)

KPI 4

   

675

     

Frequency of

(Number of sewer blockages in relation to total sewer length of 3 900 km)

sewer blockages

WS3.1

708

650

600

550

136

KPA

 

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

Improved quality of water and sanitation services (revised from continuity of services)

     

65

     

KPI 5

WS3.2

(Number of main failures in relation to total mains length of 4 900 km)

Frequency of

69

60

55

50

mains failures

 

KPA 1: BASIC SERVICE DELIVERY

Improved quality of water and sanitation services (revised from continuity of services)

KPI 6

           

Frequency of

WS3.3

15

13

12

10

8

unplanned water

service

 

interruptions

137

KPA

 

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPE

 

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

Improved quality of water (including

 

KPI 7

           

wastewater)

Percentage of

WS4.1

Drinking Water

99%

100%

100%

100%

100%

Compliance to

 

SANS241

 

KPA 1: BASIC SERVICE DELIVERY

               

KPI 8

Percentage of

wastewater

samples

WS4.2

 

75%

75%

80%

85%

85%

Improved quality of water (including wastewater)

compliant to

water use

           

license

conditions

 

KPA 1: BASIC SERVICE DELIVERY

               

Improved water sustainability

KPI 9

Percentage of

WS5.1

42.2%

40%

37%

35%

30%

non-revenue

water

           

138

KPA

 

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPE

 

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

Improved water sustainability

             

KPI 10

WS5.2

533 Litres per connection per day resulting in 39.9% losses

500 Litres per connection per day resulting in 37% losses

475 Litres per connection per day resulting in 34% losses

475 Litres per connection per day resulting in 34% losses

475 Litres per connection per day resulting in 34% losses

Total water

losses

 

KPA 1: BASIC SERVICE DELIVERY

     

0.02

       

Improved

energy

KPI 11 Road transport

EE4.3

(2016 National

0.025

0.028

0.03

0.035

fuel usage

 

fuel usage per capita

 

statistics)

       

KPA 1: BASIC SERVICE DELIVERY

Modal shift of weekday trips (including education trips) from private to public transport and non-motorised

KPI 12 Non-motorised transport (NMT) paths and lanes as a percentage of the total municipal road network length

 

0.15% of Non- motorised transport (NMT) paths (4,75KM as a percentage of total municipal road network length)

0.13% of Non- motorised transport (NMT) paths (4KM as a percentage of total municipal road network length)

0.12% of Non- motorised transport (NMT) paths (3,8KM as a percentage of total municipal road network length)

0.12% of Non- motorised transport (NMT) paths (3,6KM as a percentage of total municipal road network length)

0.11% of Non- motorised transport (NMT) paths (3,4KM as a percentage of total municipal road network length)

TR 1.2

             

139

KPA

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE

DELIVERY Improved affordability of public transport

KPI 13 Percentage share of monthly household income spent on public transport, for households using public transport

TR2.1

20%

20%

20%

20%

20%

KPA 1: BASIC SERVICE DELIVERY

 

Improved water sustainability

   

105 litres per capita per day

       

KPI 14 Total per capita

WS5.3

(Validated for the period 01 July 2018 to 31 December 2018)

250 litres per capita per day

240 litres per capita per day

230 litres per capita per day

220 litres per capita per day

consumption of water

KPA 1: BASIC

SERVICE Improved water sustainability

KPI 15

           

Percentage

WS5.4

4%

4%

4%

5%

7.5%

water reused

KPA 1: BASIC SERVICE

DELIVERY Improved satisfaction with public transport services

KPI 16 Percentage of respondents indicating that they believe public transport to be "safe"

TR4.1

New Indicator

50%

55%

60%

65%

KPA 1: BASIC SERVICE

 

Improved satisfaction with public transport services

KPI 17 Percentage of respondents indicating that they believe public transport to be "reliable"

           

DELIVERY

TR4.2

New Indicator

50%

55%

60%

65%

140

KPA

 

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

Improved affordability of electricity

KPI 18 Households receiving Free Basic Electricity as a percentage of all households with electricity connections

EE2.1

23.42%

24%

25%

26%

27%

KPA 1: BASIC SERVICE DELIVERY

Improved affordability of electricity

KPI 19 Percentage of low-income households that spend more than 10% of their monthly income on electricity

 

2.23%

       

EE2.2

(Validated for the period 1 July 2018 - 31 December 2018)

5%

4.9%

4.5%

4.3%

KPA 1: BASIC SERVICE DELIVERY

Improved access to electricity

KPI 20

Percentage of

EE1.1

88.9%

households with

89%

84%

92%

94%

access to

electricity

 

(2017/18

STASSA Figures)

141

KPA

 

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPE

 

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

   

KPI 21

   

Accurate

     

System Average

EE3.1

reporting

Interruption

New Indicator

system

90min

85min

80min

Duration Index

 

implemented

KPA 1: BASIC SERVICE DELIVERY

 

Improved

reliability of

             
 

KPI 22

Customer

Average

Interruption

Duration Index

EE3.2

New Indicator

Accurate

reporting

system

implemented

485min

437min

392min

KPA 1: BASIC SERVICE DELIVERY

       

Budget

Audit to determine the number of all streetlights and all faulty streetlights within Nelson Mandela Bay conducted

 

KPI23

motivation

 

reliability of

Total number of faulty street lights repaired in relation to total number of all streetlights

approved

Improved

Targets will be set in line with the outcome of the 2019/20 audit.

N/A

New Indicator

And

 

Service

 
 

provider

 

appointed

KPA 1: BASIC SERVICE

DELIVERY Improved reliability of

KPI 24

   

Accurate

     

System Average

EE3.3

New Indicator

reporting

0.15

0.12

0.11

Interruption

system

 

Frequency Index

   

implemented

     

142

KPA

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPE

 

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC

   

KPI 25

           

SERVICE Improved reliability of

Customer

Average

Interruption

Frequency Index

EE3.4

New Indicator

Accurate

reporting

system

implemented

1.200

1.000

0.900

KPA 1: BASIC SERVICE

DELIVERY

Improved

 

KPI 26 Renewable energy capacity available within the municipal jurisdiction as a percentage of Eskom supply capacity to the municipality

           

energy

EE4.1

New Indicator

1.5%

1.75%

2%

2.5%

KPA 1: BASIC SERVICE DELIVERY

   

KPI 27

           

Improved

energy

Percentage total

EE4.4

13.95%

12.8%

11.8%

10.8%

10%

 

electricity losses

KPA 1: BASIC SERVICE DELIVERY

Minimised

solid waste

KPI 28 Tonnes of municipal solid waste sent to landfill per capita

ENV2.1

0.03 tonnes

0.34 tonne

0.5 tonnes

0.5 tonnes

0.5 tonnes

143

KPA

 

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPE

 

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

 

solid waste

KPI 29 Tonnes of

   

0.24 tonnes

     

New Indicator

(Validated for the period 1 July 2018 - 31 December

2018)

0.48 tonnes

0.72

tonnes

0.96 tonnes

Minimised

municipal solid waste diverted

from landfill per capita

ENV2.2

 

KPA 1: BASIC SERVICE DELIVERY

Minimised

solid waste

KPI 30 Total collected municipal solid waste per capita

ENV2.3

0.19 tonnes

1 tonne

1.5 tonnes

1.75

tonnes

2 tonnes

KPA 1: BASIC SERVICE DELIVERY

Effective Waste Management

 

KPI 31

           

Percentage of

households with

basic refuse

ENV3.1

87%

(2017/18

STASSA Figures)

87%

89%

90%

92%

removal

services or

better

144

KPA

 

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

Effective Waste Management

KPI 32 Waste removal complaints due to non-collection as a percentage of total consumer units/billed accounts

           

0.02%

ENV3.2

(Validated for the period 1 July 2018 - 31 December 2018)

0.03%

0.03%

0.03%

0.03%

KPA 1: BASIC SERVICE DELIVERY

Improved quality of municipal road network

             

KPI 33

Percentage of

10%

fatal crashes

attributed to

TR6.1

(71 Fatal crashes reported for

2017/18)

≤10%

≤9.5%

≤9%

≤8.5%

road and

environmental

factors

   

KPA 1: BASIC SERVICE DELIVERY

A robust, well maintained road and stormwater network

             

KPI 34

Percentage of

overall municipal

N/A

16.60%

16.60%

16.60%

16.60%

16.60%

road network

that is

           

unsurfaced

145

KPA

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

   

KPI 35

TR7.1

         

KPA 1: BASIC SERVICE

 

Road Traffic

12.98 :

12.83 :

12.67 :

12.50 :

12.35 :

100 000

Traffic Services

Fatalities Per

 

100 000

100 000

100 000

100 000

DELIVERY

100

000

Population

(Population NMBM = 1, 263,051 Census 2016, Deaths

2017/18=164)

(Population NMBM = 1,

(Population NMBM = 1,

(Population NMBM = 1,

(Population NMBM = 1,

 

263,051

Census 2016,

Deaths= 162)

263,051

Census 2016,

Deaths= 160)

263,051

Census 2016,

Deaths= 158)

263,051

Census 2016,

KPA 1: BASIC SERVICE DELIVERY

Improved quality of municipal road network

KPI 36 Average number of fatalities per fatal crash

TR7.2

1.3

<5

<1.3

<1.3

<1.3

KPA 5: GOOD GOVERNANCE AND

 

Improved Council and administrative functionality

KPI 37

           

PUBLIC PARTICIPATION

Functionality of

prescribed

municipal

GG 4.2

structures (as

85%

90%

90%

90%

90%

defined in

Municipal

 

Structures Act

 

117

of 1998)

           

Baseline

 

KPA 1: BASIC SERVICE DELIVERY

 

Public Accountability and Customer Service

analysis to

KPI 38 Average queue waiting time at municipal service centres (customer care, traffic and licensing)

determine

average

Budget

queue waiting

motivation

time in

Target will be determined once baseline analysis on average

queue waiting time has been determined

N/A

New Indicator

submitted to

customer care

implement

centres and

Indicator

traffic and

 

licencing

 

service

centres

conducted

146

KPA

 

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 2: MUNICIPAL INSTITUTIONAL DEVELOPMENT AND

TRANSFORMATION Enhancement of Municipal Computer systems and Software

 

KPI 39 Percentage of users migrated from Novell to Microsoft

N/A

New Indicator

5%

20%

70%

100%

147

Strategic Objective 1.2

Ensure that the municipality is staffed throughout with a motivated, committed and capable workforce

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT

Institutional human resources capacity, compliance, capability and excellence

KPI 40 % of the Municipality's budget actually spent on implementing its Workplace Skills Plan

 

0.069%

       

N/A

(2016/17)

0.08%

0.08%

0.08%

0.08%

KPA 2: MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION

Institutional human resources capacity, compliance, capability and excellence

   

NMBM

       

Performance

KPI 41 Implementation of Performance Management System for all

N/A

Management

System

cascaded to

Assistant

Director Level

(2017/18)

NMBM

Performance

Management

System

cascaded to

Grade 14

NMBM

Performance

Management

System

cascaded to

Grade 14

NMBM

Performance

Management

System

cascaded to

NMBM

Performance

Management

System

cascaded to

employees in NMBM

Grade 12

Grade 10

Strategic Objective 1.3

KPA

KPE

OUTCOME

INDICATORS

(IDP)

148

Ensure financial prudence and transparent governance and work towards eradicating corruption

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

BASELINE

TARGET

TARGET

TARGET

TARGET

(2018/19)

(2019/20)

(2020/21)

(2021/22)

 

149

KPA 5: GOOD GOVERNANCE AND PUBLIC

                 

PARTICIPATION

More effective city administration

Qualified Audit

Unqualified

Unqualified

 

Clean audit

 

Clean audit

GG 3.1

audit report

audit report

 

report

 

report

KPI 42

Audit Opinion

Opinion in

respect of

2016/17

received from

the Auditor

General

received from

the Auditor

General

 

received from

the Auditor

General

 

received from

the Auditor

General

       

KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

 

Zero tolerance of fraud and corruption

KPI 43

           

Number of

1.3 alleged cases per 100 000 population (population as per Stats SA)

1.022 alleged cases per 100 000 population (population as per Stats SA)

0.77 alleged cases per 100 000 population (population as per Stats SA)

 

0.62 alleged cases per 100 000 population (population as per Stats SA)

 

0.47 alleged cases per 100 000 population (population as per Stats SA)

alleged fraud

and

GG 5.1

corruption

cases

reported per

 

100 000

         

population

(16.42 cases)

(12.91 cases)

(9.73 cases)

 

(7.83 cases)

 

(5.94 cases)

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

 

YEAR 4

 

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

 

150

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Zero tolerance of fraud and

 

KPI 44

           

Number of

0.4 number of dismissals per 100 000 population

0 number of dismissals per 100 000 population

0 number of dismissals per 100 000 population (population as per Stats SA)

0 number of dismissals per 100 000 population

corruption

dismissals for

fraud and

corruption per

100 000

GG 5.2

0 number of dismissals per

100

000

population

population

(population as per Stats SA)

(population as per Stats SA)

(population as per Stats SA)

(population as per Stats SA)

KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Zero tolerance of fraud and corruption

KPI 45 Number of convictions for bribery and/or corruption by city officials per 100 000 population

   

0 convictions per

 

0 convictions per 100 000 population (population as per Stats SA)

 

GG 5.3

0.2 convictions per 100 000 population (population as per Stats SA)

100

000

0 convictions per 100 000 population (population as per Stats SA)

0 convictions per 100 000 population (population as per Stats SA)

population (population as per Stats SA)

KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT

Sound financial management

KPI 46 % of the Municipality’s Capital Budget actually spent

 

91.60%

       

N/A

(2016/17)

95%

95%

95%

95%

 

151

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT

             

KPI47

Sound financial management

Total rental fleet cost as a percentage of the sum of the operating cost of existing fleet and procurement of additional fleet

Cost benefit analysis on the in-sourcing of municipal rental fleet conducted

N/A

New Indicator

28.54%

Targets will be set in line with the outcome of the 2019/20 cost benefit analysis on the outsourcing of Municipal Fleet.

 

(CM / I&E)

 

KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT

               

Sound financial management

KPI 48 % of the Municipality’s approved Operating Budget spent on repairs and maintenance

N/A

3.6%

4.5%

4.5%

4.5%

4.5%

 

152

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT

Sound financial management

KPI 49

R109 766 902

Cost benefit analysis

 

Rand value target to be informed by the outcome of the cost benefit analysis

Rand value target to be informed by the outcome of the cost benefit analysis

Value spent on outsourced

 

(2016/17)

conducted on 2 outsource/insource

Rand value target to be informed by the outcome of the cost benefit analysis

N/A

R111 886 629

professional / consultancy services

(2017/18)

professional / consultancy services

KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT

Sound financial management

KPI 50

67.59%

       

Percentage

 

(Validated for the period 1 July 2018 to 31 December

of municipal

N/A

74%

74%

75%

76%

account

holders using

       

e-commerce

2018)

KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT

             

Sound financial management

KPI 51

Credit rating

Baa3

 

N/A

(Stable)/Aaa.za

Aaa.za

Aaa.za

Aaa.za

Aaa.za

 

153

STRATEGIC OBJECTIVE 2.1

Grow and diversify the local economy through the attraction of new investment, skills development and facilitation of an enabling environment for small business growth and job creation.

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 3: LOCAL ECONOMIC DEVELOPMENT

More effective poverty alleviation

KPI 52 Percentage of all qualifying households in the municipal area classified as indigent

 

25%

       

GG 6.1

(Validated for the period 1 July 2018 to 31 December 2018)

27.5%

27%

26.5%

26%

 

KPA 3: LOCAL ECONOMIC DEVELOPMENT

     

36.6%

       

Economic empowerment

KPI 53

(aggregate)

36.4%

36.2%

36%

35.8%

Unemployment

N/A

         

rate

47.3%

 

(youth)

47.1%

46.9%

46.7%

46.5%

KPA 3: LOCAL ECONOMIC DEVELOPMENT

               

Tourism development

KPI 54 GDP contribution of the local tourism sector per year

N/A

7.10%

8%

8.5%

9%

9.5%

154

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 3: LOCAL ECONOMIC DEVELOPMENT

         

Improved Gross Domestic Product

KPI 55 Percentage revenue growth of SMME’s receiving assistance

N/A

New Indicator

Targets will be set in line with Statistics sourced from SEDA after the 2019/20 SEDA statistical annual report has been finalised.

KPA 3: LOCAL ECONOMIC DEVELOPMENT

Improved Gross Domestic Product

KPI 56 Value of new and expansion investments attracted in the Nelson Mandela Bay through the investment incentive programme

N/A

R100 million

R110 million

R135 million

R160 million

R200 million

KPA 3: LOCAL ECONOMIC DEVELOPMENT

Improved Gross Domestic Product

KPI 57 Value of export contracts facilitated within the NMBM

N/A

R25 million (Validated for the period 1 July 2018 to 31 December 2018)

R3 million

R3 million

R3 million

R3 million

155

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 3: LOCAL ECONOMIC DEVELOPMENT

Improved Gross Domestic Product

KPI 58 % contribution to the GDP of the Clusters targeted for development as per the NMBM Economic Growth and Development Plan

N/A

New Indicator

46%

48%

50%

52%

KPA 3: LOCAL ECONOMIC DEVELOPMENT

Coastal resources maintained and amenities improved

KPI 59

           

Recreational

ENV5.1

100%

100%

100%

100%

100%

water quality

KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT

Audience Development and Mainstreaming of Arts and

   

R82

       

KPI 61 Average cost of library services per library access

N/A

(Ratio of total annual libraries Operational Budget: Total annual library visits)

R80

R78

R76

R74

156

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

Climate change mitigated and adapted to

KPI 60

           

Green House Gas emissions per capita

5.2 MTCO2e

5.0

ENV6.1

New Indicator

(2012)

5.2 MTCO2e

5.1 MTCO2e

MTCO2e

 

An Enabling Environment to do Business in Nelson Mandela Bay

       

Budget

 

KPA 1: BASIC SERVICE DELIVERY

application

submitted

KPI 62

52.2716ha

Feasibility and

Hectares of

N/A

(Validate for the period 1 July 2018 - 31 December 2018)

52.2716ha

Viability

Target will be set in line with the outcome of the 2019/20 Feasibility and Viability Assessment

municipal land

Assessment

available for

 

conducted

human burial

Environmental

 
 

and other

approvals

 

obtained

157

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 3: LOCAL ECONOMIC DEVELOPMENT

Informal Economy Growth and Support

KPI 63

           

Number of

Informal Traders

N/A

78

(Validate for the period 1 July

provided with

official trading

800

1200

1600

2000

permits

 

2018 - 31 December 2018)

158

STRATEGIC OBJECTIVE 2.2

Facilitate and promote infrastructure led growth, development and tourism.

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

 

Promotion of healthy, active lifestyles for residents and visitors

             

KPA 3: LOCAL ECONOMIC DEVELOPMENT

KPI 64

Average

occupancy rate

N/A

of tourist

55.97%

58%

60%

62%

64%

accommodation

within Nelson

 

Mandela Bay

per year

159

STRATEGIC OBJECTIVE 2.3

Execution of existing and design and implementation of new projects that competitively differentiate Nelson Mandela Bay as a destination city for business, tourism and investment including through strategic partnerships.

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

160

STRATEGIC OBJECTIVE 2.4

Develop an effective and integrated public transport system that promotes access to opportunity through mobility.

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

 

Establish a safe, affordable and fully integrated public transport system

             

KPA 1: BASIC SERVICE DELIVERY

KPI 65

Number of

paying

Integrated

Public Transport

System

N/A

0

138360

285960

427940

569920

passengers

transported per

           

month

161

STRATEGIC OBJECTIVE 3.1

Deliver well-resourced and capacitated policing and emergency services in order to ensure the safety of communities and visitors.

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

Mitigated effects of emergencies

   

0.0325 : 1000

0.0316

: 1000

0.0309

: 1000

0.0301

: 1000

0.0293

: 1000

KPI 66 Number of fire related deaths per 1 000 population

(41 deaths)

       

FE1.1

(2016 / 2017 statistics)

(40 x deaths)

(39 x deaths)

(38 x deaths)

(37 x deaths)

KPA 1: BASIC SERVICE DELIVERY

Mitigated effects of emergencies

KPI 67

           

Number of natural disaster related deaths per 1 000 population

0.0024

: 1000

0.0024

: 1000

0.0024

: 1000

0.0024

: 1000

FE 1.2

0

(3x deaths)

(3x deaths)

(3x deaths)

(3x deaths)

162

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

 

Operationalisation of the Metro Police Service

             

KPA 1: BASIC SERVICE DELIVERY

KPI 68 Number of Metro Police Officers

N/A

114

148

161

186

205

   
 

163

STRATEGIC OBJECTIVE 3.2

 

Provision of infrastructure that improves the safety of communities and visitors.

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

 

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

 

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

               

Improved energy sustainability

1480.11kw per

 

capita

KPI 69

Electricity usage

EE4.2

(verified for the period 1 July 2018 - 31 January 2019)

1500KWper

1400KWper

1300KWper

1200KWper

per capita

 

capita

capita

capita

capita

KPA 1: BASIC SERVICE DELIVERY

Eradication of illegal connections

             

KPI 70 % of illegal connections removed within 24 hours of inspection

N/A

New Indicator

100%

100%

100%

100%

164

STRATEGIC OBJECTIVE 3.3

Improve the safety and security of Nelson Mandela Bay through community, industry and civic organisation partnerships.

 

OUTCOME

INDICATORS (IDP)

NT REF

BASELINE

YEAR 2

TARGET

YEAR 3

TARGET

YEAR 4

TARGET

YEAR 5

TARGET

KPA

KPE

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

Creating safe beaches

KPI 71 Number of life- saving clubs operating from fixed premises within Nelson Mandela Bay

N/A

4

4

4

4

4

Creating a safe and secure environment

KPI 72 Murder rate within Nelson Mandela Bay

54: per

54: per

Targets will be determined in line with conclusive research results on murder rate statistics within Nelson Mandela Bay.

KPA 1: BASIC SERVICE DELIVERY

N/A

100

000

100

000

population

population

   

440: per

440: per

 
 

KPI 73 Robbery rate within Nelson Mandela bay

100

000

100

000

Targets will be determined in line with conclusive research results on robbery rate statistics within Nelson Mandela Bay.

 

N/A

population

population

 

165

STRATEGIC OBJECTIVE 4.1

Ensure institutional accessibility, effective communication channels for participatory and responsive governance

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

       

48.48% of working days as at 1 May

       

2019

KPA 5: GOOD GOVERNANCE AND PUBLIC

PARTICIPATION Improved municipal capability

KPI 74 Top Management Stability (% of days in the year that all Section 56 positions are filled by full- time, appointed staff not in an acting capacity)

GG 1.2

(CM position and 3 Senior Manager positioned filled) 6 x Senior Manager positions vacant (Budget and Treasury, Public Health, Electricity and Energy, Chief Operating Officer, Infrastructure and Engineering, Economic Development Tourism and Agriculture)

100%

100%

100%

100%

KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

               

KPI 75

Accessible Governance

Percentage of

customers

satisfied with

60%

(2017/18: result based on 5% of population surveyed)

N/A

N/A

the services

N/A

60%

65%

rendered in

(No survey

(No survey

Nelson

 

conducted)

conducted)

Mandela Bay

 

Municipality

 
 

166

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

               

KPI 76 % of municipal policies, bylaws and identified key strategic documents available in English, isiXhosa and Afrikaans on the municipal website

0% of

Accessible Governance

109 policies;

52 bylaws;

2 strategic

N/A

New Indicator

documents

4%

10%

20%

(IDP

 

Summary;

Annual Report

 

Summary)

Number of KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

               

Increased access to and utilisation of social and community facilities

KPI 77 Number of community halls per 100 000 population

1.53 :

2.93 :

2.93 :

3.17 :

3.56 :

100 000

HS3.2

1.54 100 000

100 000

100 000

100 000

(45

 

(32 community

halls)

(37 community

halls)

(37 community

halls)

(40 community

halls)

community

halls)

 
 

167

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Increased access to and utilisation of social and community facilities

KPI 78

 

24.97%

       

Percentage

HS3.5

(Validated for the period 1 July 2018 - 28 February

utilisation rate

30%

50%

55%

60%

of community

halls

 

2019)

KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT

               

Improved municipal capability

KPI 79

Percentage of

GG1.1

municipal skills

New Indicator

60%

65%

65%

65%

development

levy recovered

 
 

168

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

               

Improved municipal responsiveness

KPI 80 Percentage of ward committees that are functional (meet four times a year, are quorate, and have an action plan)

GG2.1

100% as at 30 June 2018

100%

100%

100%

100%

KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Improved municipal responsiveness

KPI 81 Attendance rate of municipal council meetings by all identified Traditional Leaders

GG 2.2

The Municipality is in process of re-engaging Traditional Leaders. Targets will be set in line with the outcome of these engagements

 

169

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

 

KPI 82

           

More effective city administration

Percentage of

councillors who

have declared

2.5% (Validated for the period 1 July 2018 - 31 December 2018)

their financial

N/A

interests and

100%

100%

100%

100%

whose

 

declarations

 

have been

 

verified

KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

More effective city administration

KPI 83 Percentage of administrative staff who have declared their financial interests and whose declarations have been verified against, the municipal supplier database

 

55.85%

       

N/A

(Validated for the period 1 July 2018 to 31 December

100%

100%

100%

100%

2018)

 

170

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Improved council functionality

KPI 84

           

Average

97.22%

percentage of

GG 4.1

(Validated for the period 1 July 2018 - 28 February

councillors

97%

97%

97%

97%

attending

council

 

2019)

meetings

 

171

STRATEGIC OBJECTIVE 4.2

Spatial and built developments that promote integrated neighbourhoods, inclusive communities and a well-connected Nelson Mandela Bay

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

"Modal shift of weekday trips (including education trips) from private to public transport and NMT

             

KPI 85 Percentage of dwelling units within 500m of scheduled public transport service

TR1.1

79.6%%

80%

80%

80%

80%

   

KPA 1: BASIC SERVICE DELIVERY

Improved satisfaction with public transport services

KPI 86

           

Percentage of

commuters

TR1.3

(citywide) using

47%

46%

45%

44%

43%

private motorised

 

transport

 

172

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

Reduced travel time

KPI 87

           

Average public

TR3.1

45min

45min

43min

41min

43min

transport

commuting time

           

KPA 1: BASIC SERVICE DELIVERY

Reduced travel time

KPI 88

           

Average private

TR3.2

33min

30min

29min

27min

26min

transport

commuting time

           

KPA 1: BASIC SERVICE DELIVERY

Improved access to public transport (including non- motorised transport)

KPI 89 Percentage of households less than 10 minutes walk from the scheduled public transport

TR5.1

New Indicator

52%

84%

86%

88%

KPA 3: LOCAL ECONOMIC DEVELOPMENT

Improved functionality of the property market

KPI 90 Rateable residential properties as a percentage of total households in the municipality

 

71.71%

       

HS2.2

(Validated for the period 1 July 2018 to 31 December 2018)

94%

94%

94%

94%

173

STRATEGIC OBJECTIVE 4.3

Deliver on transformation objectives, promote redress and foster social cohesion

KPA

KPE

OUTCOME

INDICATORS (IDP)

NT REF

BASELINE

YEAR 2

TARGET

YEAR 3

TARGET

YEAR 4

TARGET

YEAR 5

TARGET

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 2: MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION

           

Transformation through employment equity

KPI 91 Number of people from employment equity target groups employed in the three highest levels of management (City Manager, Section 56 Managers and Strategic Skilled Level Managers) in compliance with the Municipality’s approved Employment Equity Plan

As at 31 December 2017:- CM 1 filled / 0 vacant Section 56 8 filled / 2 vacant Strategic Skilled level Managers 51 filled / 9 vacant

Section 56 3 (ED:E&E; ED:PH; CFO)

N/A

Strategic Skilled level Managers

Targets to be set in line with reviewed NMBM Employment Equity Plan

9

In line with NMBM Employment Equity Plan

 

KPA 3: LOCAL ECONOMIC DEVELOPMENT

Heritage Commemoration Programmes that Promote Redress and Foster Social Cohesion

KPI 92 Number of municipal buildings, facilities and streets renamed in line with the Municipality’s Heritage Programme

       

Target will be set during

N/A

3

6

6

the 2020/2021 IDP and Budget review process.

 

174

STRATEGIC OBJECTIVE 5.1

 

Provide for the social needs of communities and empowerment of vulnerable people through provision of access to social services, social development and indigent support.

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 3: LOCAL ECONOMIC DEVELOPMENT

Inculcate a culture of reading and writing in NMBM

KPI 93

           

Number of public libraries per 100 000 population

1.9 : 100 000

1.9 : 100 000

1.9 : 100 000

1.9 : 100 000

1.9 : 100 000

HS3.3

(24 libraries)

(24 libraries)

(24 libraries)

(24 libraries)

(24 libraries)

KPA 3: LOCAL ECONOMIC DEVELOPMENT

Inculcate a culture of reading and writing in NMBM

KPI 94 Average number of library visits per library

HS3.6

728 800

757 952

788 270

819 801

852 593

STRATEGIC OBJECTIVE 5.2

KPA

KPE

Promotion of healthy, active lifestyles for residents and visitors

KPA 1: BASIC SERVICE DELIVERY

Increased access to and utilisation of social and community facilities

KPA 3: LOCAL ECONOMIC DEVELOPMENT

OUTCOME

INDICATORS

(IDP)

KPI 95 Square meters of municipally owned or maintained public outdoor recreation space per capita

KPI 96 Percentage utilisation rate of sports fields

175

Promote the health and well-being of all communities through the spatially equitable provision of social infrastructure.

NT REF

HS3.1

HS3.4

BASELINE

8.46 m2 per capita (Validated for the period 1 July 2018 - 28 February

2019)

6.2%

YEAR 2

YEAR 3

YEAR 4

YEAR 5

TARGET

TARGET

TARGET

TARGET

(2018/19)

(2019/20)

(2020/21)

(2021/22)

8.46

m 2 per capita

8.46 m2 per capita

8.46 m2 per capita

8.46 m2 per capita

6.54%

6.9%

7.3%

7.75%

 

176

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 3: LOCAL ECONOMIC DEVELOPMENT

 

KPI 97

         

Sports Facilities

Rand net

R25784.68 :

R17500 :

expenditure on

1000

R16000 : 1000

1000

Targets and Budget will be set during the 2020/21 IDP and Budget review process

sport and

N/A

recreation

(32 567

(20 208 816)

(22 103

infrastructure per

365.88)

392.5)

 
 

1000 residents

KPA 1: BASIC SERVICE DELIVERY

Equal access for those with special needs

KPI 98 Percentage of persons with disability where access to public transport is problematic

 

New

       

TR5.2

Indicator

98%

96%

95%

93%

177

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

Animal Control

KPI 99 % of stray animal complaints resolved

N/A

3.01%

75%

75%

75%

75%

 

178

STRATEGIC OBJECTIVE 5.3

 

Provide effective general environmental and public health services.

   

OUTCOME INDICATORS (IDP)

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

BASELINE

TARGET

TARGET

TARGET

TARGET

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

             

Address of Substance Abuse

KPI 100 Lost time rate (total absence in days divided by the number of working days * 100)

Best practice

Targets will be determined in line with the 2019/20 best practice research results

N/A

New Indicator

New Indicator

research

conducted

   

KPA 1: BASIC SERVICE DELIVERY

Implementation of the air management plan of the NMBM

KPI 101 Percentage of households experiencing a problem with noise pollution

ENV1.3

0.03%

0.03%

0.02%

0.02%

0.02%

 

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OUTCOME INDICATORS (IDP)

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

BASELINE

TARGET

TARGET

TARGET

TARGET

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

Biodiversity is conserved and enhanced

KPI 102 Ecosystem/vegetation type threat status

ENV4.1

Endangered

Vulnerable

Vulnerable

Vulnerable

Vulnerable

KPA 1: BASIC SERVICE DELIVERY

Biodiversity is conserved and enhanced

   

Moderate

Well

Well

Well

Well

KPI 103 Ecosystem / vegetation type protection level

ENV4.2

Represented

represented

represented

represented

represented

KPA 1: BASIC SERVICE DELIVERY

Biodiversity is conserved and enhanced

KPI 104 Wetland condition index

ENV4.3

The NMBM currently does not have a Wetland Condition Index. Specialist studies will be conducted in outer years.

(Circular 88 Tier 4 Indicator to be reconsidered during 2020/21)

 

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STRATEGIC OBJECTIVE 5.4

 

Provide dignified housing and sanitation and accelerate access to improved services to indigent households in order to create safe and decent living conditions for all residents.

   

OUTCOME

 

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

               

Dignified Sanitation

KPI 105 Percentage of households with access to basic sanitation

 

93%

 

WS1.1

(2017/18)

93%

93%

93%

93%

KPA 1: BASIC SERVICE DELIVERY

Dignified Sanitation

KPI 106 Number of bucket toilets serviced by the Municipality

 

N/A

16317 - June 2016

8562

- Nov. 2017

5000

remaining from

6010

5000

remaining from

4000

remaining

3000

remaining

 

6010

Nov. 2018

6010

from 6010

from 6010

KPA 1: BASIC SERVICE DELIVERY

De-densification of informal settlements

             

KPI 107

Percentage of

 

HS1.1

97.2%

households living

 

94%

94.8%

95.6%

96.4%

in adequate

   

housing

 
 

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OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

De-densification of informal settlements

KPI 108

           

Percentage of

5.2%

4.4%

3.6%

2.8%

households living

N/A

6%

in informal

       

settlements

KPA 1: BASIC SERVICE DELIVERY

Improved access to adequate housing (including security of tenure)

KPI 109 Title deed backlog ratio

HS1.2

1

: 9

1

:

8

1

:

7

1

:

6

1

:

5

KPA 1: BASIC SERVICE DELIVERY

Improved access to adequate housing (including security of tenure)

             

KPI 110

Percentage of

households in

HS1.3

informal

8.5%

11.5%

23%

34%

46%

settlements

targeted for

 

upgrading

 

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OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

Improved functionality of property market

KPI 111 Percentage of property market transactions in the gap and affordable housing market range

 

58.23%

       

HS2.1

(Validated for the period 1 July 2018 to 31 December

60%

60%

60%

60%

2018)

KPA 1: BASIC SERVICE DELIVERY

Improved access to adequate housing (including security of tenure)

KPI 112 Number of building plans approved per year in relation to building plan applications received

 

5263 : 5325

 

N/A

(2017/18)

Targets to be set in line with audited annual performance reports.

KPA 1: BASIC SERVICE DELIVERY

Improved access to adequate housing (including security of

KPI 113 Number of land planning applications approved per year in relation to land plan applications received

 

346 : 355

 

N/A

(2017/18)

Targets to be set in line with audited annual performance reports.

 

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OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

Improved functionality of the property market

KPI 114 Percentage of households living in formal dwellings who rent

 

18.84%

       

HS2.3

(STATSSA 2011)

19%

20%

20%

20%

 

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STRATEGIC OBJECTIVE 6.1

 

Ensure multi-general and proactive planning for sustainable city development

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 3: LOCAL ECONOMIC DEVELOPMENT; KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT

Key catalytic projects

KPI 115 Percentage achievement of the Indicators reflected in the Built Environment Performance Plan

 

New Key

       

N/A

Performance

80%

80%

80%

80%

Indicator

 

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STRATEGIC OBJECTIVE 6.2

 

Development of an environmentally sustainable city through proactive planning, and conservation of resources and natural and built environment

   

OUTCOME

NT REF

 

YEAR 2

YEAR 3

YEAR 4

YEAR 5

KPA

KPE

INDICATORS

BASELINE

TARGET

TARGET

TARGET

TARGET

(IDP)

(2018/19)

(2019/20)

(2020/21)

(2021/22)

KPA 1: BASIC SERVICE DELIVERY

Implementation of the air management plan of the NMBM

KPI 116

           

Metropolitan Air

ENV1.1

MAQI ≤1

MAQI ≤1

MAQI ≤1

MAQI ≤1

MAQI ≤1

Quality Index

(MAQI)

           

KPA 1: BASIC SERVICE DELIVERY

Implementation of the air management plan of the NMBM

KPI 117 Number of days where PM2.5 levels exceeded guideline levels

           

*PM refers to pollution (particle matter) and measures the mixture of solids and liquid droplets floating in the air

ENV 1.2

New Indicator

≤10 days

≤8 days

≤6 days

≤4 days

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CHAPTER 8:

OVERSIGHT, REPORTING, MONITORING AND EVALUATION

This Chapter outlines the important aspects of oversight, reporting, monitoring and evaluation in the institution in order to ensure accountability and delivery of the Integrated Development Plan and its strategic objectives.

The key offices, role-players and structures are discussed below:

Executive Mayor

Municipal Public Accounts Committee

Rules and Ethics Committee

City Manager

Office of the Auditor-General

NMBM Audit Committee

NMBM Internal Audit and Risk Assurance

Risk Management Committee

Performance Management and Monitoring and Evaluation

Supply Chain Management

Ward Committees

8.1 Executive Mayor

The Executive Mayor is required to identify and prioritise the needs of the Municipality. These are to be reflected in the IDP and Budget, which also need to take into account applicable national and provincial plans.

The Executive Mayor is required to evaluate the progress of the performance of the institution in the implementation of the IDP and report back to Council. This is done through the institutional Performance Management process and Monitoring and Evaluation.

187

8.2 Municipal Public Accounts Committee

MPAC Chair:

Cllr Phumza Faith Tshanga

The Municipality has a functional Municipal Public Accounts Committee (MPAC) in place in respect of unauthorised, irregular, fruitless, and wasteful expenditure, as delegated by Council. Therefore, MPAC enables Council to fulfil its obligation to ensure that the spending of Council funds is done economically, efficiently and effectively.

Currently MPAC comprises the following members:

African National Congress (ANC) 5 members

Democratic Alliance (DA) 6 members

Economic Freedom Fighters (EFF) 2 members (one of them is occupying the Chairperson position)

Patriotic Alliance (PA) 1 member

United Democratic Movement (UDM) 1 member

8.3 Rules and Ethics Committee

A Rules and Ethics Committee was established to monitor and review the Rules of Order of Council.

The objectives of this Committee include the following:

Inculcating a respect for the rule of law in the institution.

Upholding Council’s Rules of Order, thereby promoting stability in Council.

188

Putting the people first (Batho Pele principles).

Ensuring open and constructive debate.

Respecting divergent views.

Enhancing the effective management of Council and Standing Committee

meetings.

Fostering a sense of collective responsibility among Councillors in advancing

service delivery and deepening democracy.

8.4 City Manager

The City Manager must provide operational guidance on the annual revision, preparation and timeous approval of the IDP, the annual Budget and the SDBIP and ensure strategic alignment between them and report back to Council.

The City Manager has delegated the development of the institution’s Performance Management System to the Chief Operating Officer; and the cascading of performance management in respect of non-Section 57 employees to the Executive Director: Corporate Services.

8.5 Office of the Auditor-General

The Auditor-General of South Africa has a constitutional mandate and, as the

supreme audit institution of South Africa, serves to strengthen South Africa’s

democracy by enabling oversight, accountability and governance in the public sector

through auditing, thereby building public confidence. The Auditor-General also

audits the planning processes and performance information of the Municipality and

its municipal entity (MBDA).

An Audit Action Plan to deal with AG findings is developed by the NMBM Internal

Audit Division and approved by EXCO, under the leadership of the City Manager.

The monitoring of the implementation of the Audit Action Plan is done by the Office

of the City Manager.

189

8.6 Audit Committee

The Audit Committee is appointed by Council as an independent advisory body. The Audit Committee advises the Council, political office-bearers, the Accounting Officer and the Executive Management Team on matters such as the following:

Internal financial control and internal audits.

Risk management.

Accounting policies.

Adequacy, reliability and accuracy of financial reporting and information.

Performance management.

Effective governance.

Compliance with the MFMA, the annual Division of Revenue Act (DoRA) and any other applicable legislation.

Performance evaluation.

Any other issues referred to it by the Municipality or its municipal entity.

Furthermore, the Audit Committee reviews the annual financial statements in order to provide an authoritative and credible view of the Municipality’s financial position, its efficiency and effectiveness, as well as its overall level of legislative compliance. This Committee is further tasked with the responsibility of monitoring the performance of the Municipality in a number of areas related to the delivery of services to the residents of the Metro.

During the following financial years, the Municipality received qualified audits in various areas and financial years listed below:

2017/18:

Property, Plant and Equipment

Intangible Assets

SCM Irregular Expenditure and

Exchange Revenue - Service Charges (specifically relating to ATTP and Electricity Meters).

190

2016/2017:

 

Property, Plant and Equipment

SCM Irregular Expenditure

Retention Creditors

2015/2016:

SCM Irregular Expenditure

8.7 Internal Audit and Risk Assurance

In terms of Section 165 of the MFMA, the Accounting Officer must establish effective systems of internal control to provide reasonable assurance that the Municipality’s financial and non-financial objectives are achieved. Towards the execution of this responsibility and also to promote ethics, good governance and integrity in the institution, the Internal Audit and Risk Assurance Sub-Directorate was established.

The Forensic Audit Services Section complements the broader justice system and forms part of the Internal Audit Sub-directorate of the Municipality. The forensics component derives its mandate from the NMBM Internal Audit Charter, the MFMA, and the Prevention and Combatting of Corrupt Activities Act. An Ethics Hotline was recently established, and the Internal Audit Sub-Directorate investigates all matters reported.

8.8 Risk Management Committee

The preamble of the Risk Management Committee is taken directly from the legal statute of the Local Government: Municipal Finance Management Act 56 of 2003:

Section 62 of the Municipal Finance Management Act requires Accounting Officers to ensure that their institutions have and maintain effective, efficient and transparent systems of financial, risk management and internal control.

191

The Public Sector Risk Management Framework (Chapter 13 - Risk Management Committee Responsibilities) places an unambiguous duty on the Risk Management Committee through its Chairperson to annually and periodically:

Review the institution's risk identification and assessment methodologies, after satisfying itself of their effectiveness in timeously and accurately identifying and assessing the Institution’s risks;

Evaluate the extent and effectiveness of integration of risk management within the Institution;

Assess the implementation of the risk management policy and strategy (including plan);

Evaluate the effectiveness of the mitigating strategies implemented to address the material risks of the Institution;

Review the material findings and recommendations by assurance providers on the system of risk management and monitor the implementation of such recommendations;

Develop its own key performance indicators for approval by the Accounting Officer / Authority;

Interact with the Audit Committee to share information relating to the material risks of the Institution; and

Provide timely and useful reports to the Accounting Officer / Authority on the state of risk management, together with accompanying recommendations to address any deficiencies identified by the Committee.

The top ten key risks of the NMBM are:

1. Insufficient bulk water and sanitation infrastructure

2. Delays in providing basic services to communities

3. Pollution of rivers

4. Inability to package, develop and avail municipal land

5. Illegal electrical connection/major hazards installation

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6.

Misapplication of internal procurement processes

7.

Safety of employees and assets compromised

8.

Inability to provide an efficient, reliable, safe, affordable and accessible public transport system

9.

Perpetuation of fraud, corruption and irregularities within the institution

10.

Ineffective coordination of internal and external stakeholder engagements

8.9

Performance Management and Monitoring and Evaluation

8.9.1

Performance Management

The municipal performance management function describes, measures and reports

on how the Municipality’s processes relating to the implementation of the IDP will be

conducted, organised and managed. Performance management therefore holds the

key to the successful implementation of the IDP.

Integrated development planning enables the achievement of the planning stage of

performance management. The Service Delivery and Budget Implementation Plan

(SDBIP), the Performance Information System, performance agreements and plans

underpin effective performance management.

Performance management seeks to achieve the following:

Ensuring accountability, oversight and legal compliance.

Creating and entrenching a culture of performance amongst employees.

The Integrated Performance Management System used in the Nelson Mandela Bay

Municipality is reflected in the diagram below.

193

INTEGRATED PERFORMANCE MANAGEMENT SYSTEM

PERFORMANCE MANAGEMENT SYSTEM

Shared Long-term Vision and Strategic Plan

KPAs, KPEs,

Objectives, KPIs,

& Targets

Integrated
Scorecards for
Individual
Institutional
Budget
Development
Directorate and
Scorecards /
SDBIP
Plan
Municipal Entity
Performance
Agreements
Performance
Planning

Implementation

Performance

Monitoring

Performance

Measurement,

Review

Evaluation and

Data Collection, Analysis, Verification and Storage

Outcome, Impact

 

and Staff

Assessments

Performance
Feedback
Reporting

Communities and Stakeholders

8.9.2 Monitoring and Evaluation

The Municipality has a Monitoring and Evaluation Sub-Directorate in place, which is tasked to improve institutional planning, budgeting, implementation and reporting processes through the monitoring and evaluation of prioritised IDP programmes and projects.

194

The Nelson Mandela Bay Municipality’s Integrated Development Plan contains key capital programmes and projects based on identified ward priorities. Such programmes and projects inform the Capital Budget of the Municipality for the ensuing three financial years. The Municipality’s performance management system monitors the implementation of Key Performance Indicators emanating from the Capital programmes and projects.

The Municipality further has a Monitoring and Evaluation System in place, which provides a detailed analysis in terms of programme and project implementation (including budget expenditure). Project Level Monitoring Reports, which provide progress on the implementation of key capital projects under various Capital programmes, are submitted to Council structures on quarterly basis.

Various forms of evaluation (including diagnostic, implementation and impact evaluation) are conducted to assess efficiency and measure changes in outcomes and the well-being of citizens. The Municipality’s Monitoring and Evaluation System is further used to track the implementation of Council Resolutions and municipal By- laws. To improve efficiency and ensure a speedy response to service delivery complaints, the Municipality monitors response times in terms of service delivery complaints received through its various call centres.

8.10 Supply Chain Management

The Municipality has an approved Supply Chain Management Policy, which is required to be reviewed on an annual basis. The SCM Policy was reviewed during the 2017/18 financial year until its approval by Council on 29 March 2018. Inter alia, the policy provides for a committee system to achieve and ensure competitive procurement. The three Bid Committees established in compliance with the National Standards for Bid Committees, are as follows:

The Bid Specification Committee

The Bid Evaluation Committee

The Bid Adjudication Committee

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An Integrated Contracts Management System tracks the award of tenders from the time of approval of the specifications to the time of final award. In order to promote oversight responsibility of Council, as required in terms of the Supply Chain Management Regulations 27636 (dated 30 May 2005) and the Municipality’s SCM Policy, the NMBM Budget and Treasury Directorate submits reports on a quarterly basis to the Budget and Treasury Standing Committee on the implementation of Supply Chain. It is through these reports that the Committee will engage and request further clarities or additional reports. Similar reports are submitted to structures such as the Audit Committee (AC) or Municipal Public Accounts Committee (MPAC).

8.11 Ward Committees

All sixty (60) Wards in the NMBM have functional Ward Committees. The main function of a Ward Committee is to act as the formal communication channel between Council and the community. The Ward Committees therefore provide the channel through which communities can most effectively lodge their complaints and concerns. In the NMBM, Ward Committees were inaugurated on 21 June 2017. A number of training and capacitation programmes have been presented to them, also on IDP and Budget related processes.

The roles and responsibilities of Ward Committees include the following:

Create formal, unbiased communication channels and cooperative partnerships between the Municipality and the community within each ward.

Promote harmonious relationships between residents of the ward, the Ward Councillor and the Municipality.

Facilitate participation in IDP processes.

Act as a reference group / advisory body on Council policies and issues that affect the communities in the ward.

Serve as an agent for mobilising community action.

Act as a conduit for community complaints and feedback on Council responses.

Make recommendations on any matters that may affect the ward or Council.